7udlqlqj 0dqxdo - scout...youth affairs, junta de castilla y léon, spain. agustin matia, movimiento...
TRANSCRIPT
Writing & coordinationRichard AmalvyDirector, Branding, Communications & Media
Graphic design, artwork & editorial supportSimon Bourges
Graphic assistant and research for the second editionGuadalupe SanmateuVictor C. Ortega
Diagrams © Richard Amalvy, Image equation (page 8) in L’identité du territoire Castres-Mazamet, research in territorial marketing, September 2002. Pages, 10, 17, 30, 90. © Jean-Marc Decaudin (pages 64, 70 et 103) in La communication marketing, Editions Economica. © Thierry Libaert (pages 10, 25, 34, 51, 55, 56, 62, 63, 76, 97,114) in Le plan de communication, Editions Dunod
Photography© World Scout Bureau archives & photography services.
Editorial secretariat for the first editionPascale Boulanger, Nicole Wauters-Mindlin
Editorial secretariat for the second editionVanessa Von der Mühll, Chantal Payot
TranslationsEnglish: Samantha Pijollet-HallSpanish, first edition: Bureau Régional InteramériqueSpanish, second edition: Ferran Guimaraes
Editorial committee for the first editionSinika Alvesalo (The Guides and Scouts of Finland), Dieter De Court (Federatie voor Open Scouting, Belgique), Paolo Fiora (Corpo nazionale giovani esploratori ed esploratrici italiani), Tomas Horvath, Slovensky Skauting, Slovaquie), Albertina Ivan, Cercetasii Romanei, Roumanie), Jean-Philippe Melchior (Scouts et Guides pluralistes de Belgique), Elaine Mellon, Scouting association of Ireland).
Acknowledgements for support, advice & suggestionsDominique Bénard (Youth Programme), Camille Baise (Graphic Arts), Jean Cassaigneau (Partnerships & External Relations), Mark Clayton (Communications), Philippe Filleron (Institutional Relations & Methodological Approach), Malek Gabr (Methodological Approach), Jocelyne Gendrin-Guinebault (Methodological Approach & Evaluation), Ferran Guimaraes (Communications & Marketing), Christian Hurisse (Archives & Documentation), Mateo Jover (Cultures & Identity), Guillaume Légaut (Cultures & Identity), Eduardo Missoni, (Global Strategy), Jacques Moreillon (Global Strategy), Marta Pieri (Resource Mobilisation), Victor Ortega (Graphic Arts), Luc Panissod (Resource Mobilisation & Brand Strategy), Giuseppe Porcaro (External Relations), Charles Andrew Revkin (Brand Protection & Intellectual Property), Arturo Romboli (External Relations), Thierry Tournet (Web development), Eduard Vallory I Subira (Cultures & Identity), Vanessa von der Mühll (Communications & Media), Anne Whiteford (Methodological Approach).
Acknowledgements to the training teams of the regional communication forumEmad Abd-el-Monem, Laila A. Alm Eldin, Simon Carter, Neil Commons, Alberto Del Brutto, Paolo Fiora, Ferran Guimaraes, Euloge Ischimwe, Adam Jollans, Mario Diaz Martinez, Martyn Milner, Gabriel Oldenburg, Victor Ortega, Abdullah Rasheed, Matt Rooney, Luz Taray, Katrin Tauscher, Andrew Thorp,Vanessa von der Mühll, Mike Walker, Anthony Weller.
Scout Association of Macau, assistants and translators of the Cairo International Scout Center (Egypt), Scout leaders of MSC and ASDE (Palencia, Spain), Welcome team of the International Scout Center of Picarquin (Chili), South Africa Scout Association (Pretoria), Scout Association of Burkina Faso.
Special thanksBorja Suàrez Pedrosa & Sergio Montoya Ruiz de Angulo, General Directors Youth Affairs, Junta de Castilla y Léon, Spain. Agustin Matia, Movimiento Scout Católico, Spain.
Printing & productionGraficas Gar-CuePlata, n°14, Nave 9 – Poligono de San CristóbalTF./Fax : + 34 983 29 81 03 – 47012 Valladolid
© World Scout Bureau, first edition, September 2003© World Scout Bureau, second edition, September 2008 ISBN 978-2-917213-01-8
All rights are reserved concerning reproduction and translation for national Scout organisations that are members of the World Organization of the Scout Movement. Credit is obligatory and must mention the source and the author.
Published with the support of
This general summary gives an overall look at the
contents of this publication. More detailed summaries
can be found at the beginning of each section.
Table of contents
Contents
Forewords 6
Introduction 8 Part 1: concepts 12chapter 1 Scouting’s Profile 14
chapter 2 Scouting as a brand 16
chapter 3 Identity: a common heritage 18
chapter 4 Making use of history to learn & grow stronger 26
chapter 5 Scouting as a product, its image as an asset 30
Part 2: The Brand Strategy 38chapter 6 Why a strategy? 40
chapter 7 Conceiving a strategic plan 44
chapter 8 The elements of Corporate communications 76
chapter 9 Working with the media 90
chapter 10 Internal communications 100
chapter 11 The Partnerships Strategy 102
chapter 12 The Resource Mobilisation Strategy 110
Part 3: Implementing the Strategy 120chapter 13 Planning 122
chapter 14 The work stucture 124
chapter15 Internal & external human resources 126
chapter 16 The budget of Communications 134
chapter 17 The stages of evaluation & multiplier effects 136
Index, keywords & style guide 140
Bibliography 147
6
Forewords"Saying who we are"
Facing the mirror
The great German poet and playwright, Johann Wolfgang
Goethe, once wrote that behaviour is a mirror in which
each person reveals their image. One hundred years
after its creation, the Scout Movement has developed a
public image that is somewhat stereotyped, very often far
away from what it really is, namely a force that makes a
powerful contribution to the non-formal education sector
and transmits values to millions of young people around
the world.
There was therefore a difference between what Scouting
truly is and the messages that it was able to communicate
to the outside world. This is why, at the end of 2001, the
European Scout Region felt the need to develop a long-
term training strategy in the field of external relations,
communication and image, so as to support the work that
some associations had already undertaken. This involved
developing a professional tool to facilitate the Movement’s
growth in each country (hence the inclusion of the word
“boom” in the title of this publication) through an analysis
of the issue and a proposal as to how to develop an
appropriate communication system for Scouting today.
What was needed was something that stimulated
reflection on the image conveyed through our actions and
on how to convey the Movement’s mission to its various
interlocutors.
It meant developing a real Communications strategy, in
time for the Centenary year, so as to know how to define
and clearly transmit who we are and what we propose.
Nothing more, nothing less.
A maturing idea
The driver behind this ambitious enterprise was Richard
Amalvy (currently Director of Communications at the World
Scout Bureau) who was able to bring together his in-
depth knowledge of Scouting’s reality and potential, with
his renowned professional experience of Public Relations
and Communications. The result of his enormous capacity
for work and passion for the task was the publication of
the book “Scout.Boom.Comm: Scouting’s Profile” in
September 2003, which was produced in English and
French for European Scout Organizations. The use of
this book over several years in numerous international
workshops and seminars has generated intense and
systematic work based on its conceptual substance
and content. Taking the Strategic Priority of “Scouting’s
Profile” as a base, the work undertaken has enabled the
development of a branding and image strategy that is now
considered to be an important element in the Movement’s
growth. My personal thanks go first to the author, whose
generosity has led to a rich
working tool whose concepts are
applicable not only to Scouting,
but to any non-governmental
organisation seeking to undertake
serious work on the totality of these
themes.
The Public Relations support team for National Scout Organizations at the 21st World Scout Jamboree, Chelmsford, August 2007.
7
Intensifying the training of volunteers
In 2008, “Scout.Boom.Comm” was published in Spanish.
This was the result of many hours of work and the conviction
that the training of volunteers to communicate the Scout
Movement’s values to the world needed to be intensified. It
is not simply a translation, as the content was reviewed and
brought up to date based on the numerous experiences
and results acquired over the past few years, through the
introduction of new chapters on the social capital that the
image and the development of the Scout brand constitute.
It is not a definitive authoritative work either, but a method
that is constantly being reviewed, modified, rethought and
expanded, based on feedback from our readers.
AcknowledgementsFinally, I would like to thank the Junta de Castilla y
Léon, in Spain, for the production of this edition of the
book, especially its former Youth Director General, Borja
Suárez, who supported not only this publication but also
other important training initiatives, such as the Regional
Communications Forum in Palencia in 2007 for the European
and Eurasian Regions (which sent representatives from
numerous countries).
I have great hope that public authorities take interest in the
development of the fields of Communications and Image
in the process of growth in youth organisations as they are
at the heart of the fabric of our societies and contribute
daily to society’s improvement in an altruistic way.
My heartfelt thanks for the support and trust in the work that
the Scout Movement carries out every day in the service
of children and young people. There is no doubt that
whatever our various responsibilities at all levels, we are
numerous in sharing the promise of leaving this world a
better place than we found it.
Mario DÍAZ MARTÍNEZVice Chairman of the World Scout Committee
Chairman of the Communications and Branding Task Force [email protected]
Forewords"Saying who we are"
8
Introduction"What's Scouting's usefulness?"
n While Scouting has a great deal of expertise in many
fields, an area in which there is often room for improvement
is, ironically, its ability to communicate what the Movement
seeks to achieve and what it is good at. Scout.Boom.
Comm is a tool to help you to do this. This second edition
has been enriched by the work on revitalising the Scout
brand and image that has been underway since 2005
and by field tests of the method launched in 2003. This
new edition also contains the fruit of an open dialogue
with over 500 people who took part in workshops, training
sessions and seminars using this method. A big thank you
to everyone involved, you have all helped! 1
1. A challenge for development and growth
Several factors have accelerated the collective realisation
that image is a major challenge for the Scout Movement’s
future. What are they?
First was the preparation of the Movement’s centenary,
both at national and world levels. The general concept for
the extraordinary year of the centenary (launched in 1997)
was to get Scouts out of their Scout huts and camps to
show everyone what they were capable of achieving. Doing
so has required an enormous amount of imagination to
convey Scouting as something new and noteworthy. The
Gifts for Peace campaign and Scouting’s Sunrise have
provided opportunities to show what Scouting is really able
to do.
However, enthusiasm was dampened by the realisation
that, in many industrialised countries, the Scout Movement
faces a decline in membership due to the fact that there
are other proposals competing for young people’s leisure
time, because the Movement has not been able to renew
its educational programmes and activities in an attractive
way, and because it is more difficult to find adults who want
to commit themselves to an educational project that does
not state clearly what it offers.
In marketing terms, the cause that Scouting defends does
not seem clear. What exactly IS the point of Scouting? If
we cannot answer this question, neither Scouts nor non-
Scouts will be able to understand Scouting’s mission. And
the downward spiral will accelerate in terms of recruiting
young people and adults and of obtaining the necessary
supplementary resources to achieve its purpose.
In industrialised countries, the caricatural image of
Scouting not only alienates potential new members, but
also accelerates the departure rate of young people and
adults who, as individuals, do not want to be identified
with the unpopular image that an organisation may convey
overall.
If Scouting cannot understand the needs of young people,
be fully involved in society, or if it becomes transformed into
an order or an army as opposed to being a movement, it
loses its essence: educational and social innovation.
1 Participants in workshops held in Europe from 2001 to 2004, the World Conference in 2005 and the worldwide programme proposed during Regional Communications forums from November 2006 to April 2008.
In contrast, in emerging economies and developing
countries, Scouting is better known for its usefulness to
society. People know why Scouting is useful, as it responds
to urgent social and humanitarian needs - and Scouts are
not shy about showing what they do. Just one example: the
fight against AIDS in Africa in which prevention campaigns
have a high profile.
In most of these countries, the challenge of development
and growth is not due to a lack of members or projects.
Rather, it is due to the lack of means to support the activities.
A good image is not enough: more means are needed to
establish credible projects and to convince public and
private sponsors to support Scouting, so as to take action.
2. Collective awareness
At global and local level, collective awareness of the
challenges related to Scouting’s image involves accepting
reality. In order to see it, we need to examine the situation
honestly, and then make a critical analysis of the results of
this analysis.
2 “Education in love in place of fear”, Lord Baden-Powell, in Jamboree, January 1923. The original text read during the 3rd Moral Education Congress, organised in Geneva in August 1922.3 A World Scout Conference Resolution adopted in 1924 as number16/24, which, in 1963, later became listed as 16/63..
The consultation work launched during the Regional
Communications Forums that took place from November
2006 to May 2007 enabled us to meet 200 leaders from
over 80 countries. Together, we were able to work to
reconstruct Scouting’s image. In order to do so, we had to
overcome the taboos from certain subjects.
Taboo No. 1: Excessive pride hampers our capacity to
examine ourselves in a critical light. We have met Scouts
who are so proud of who they are that they forget to
mention what they do! We can parade in the streets with
great pride, but we can be totally incapable of telling others
about the fieldwork we carry out with young people.
Taboo No. 2: We convey the message that the Scout
Movement promotes peace, but we parade in public
like a regiment, sometimes even with knives in our belts!
In so doing, not only do we betray Scouting’s mission
by behaving like paramilitary forces, but – even more
importantly - we also betray the essential characteristics of
the Founder, Lord Baden-Powell. In 1922, his concluding
remarks at a Scout Conference were about: “A substitute
needed for military training” 2. He repeated these comments
in 1924 at the World Conference, which re-asserted “and
emphasizes the non-military character of the Boy Scout
Movement” 3. His message could hardly be clearer.
Great ideas arise from wanting to carry out collective action to reach
common goals.
Introduction"What's Scouting's usefulness?"
9
10
Taboo No. 3: Scouting is not totalitarian as it educates for
citizenship and democracy. However, in some countries in
which people have rejected totalitarian regimes, the rebirth
of the Scout Movement has involved behaviour reminiscent
of former totalitarian youth movements, the most visible
aspect being the dreadful uniforms.
These three extreme examples show that the lack of
coherence between messages and behaviour are our
responsibility. In such cases, we need to realise that we
really are the authors of our own caricature. Between reality
and prejudice, caricature is an evil that we have generated
ourselves by not respecting our identity and Mission.
The work that we have undertaken on brand management
shows that we have also pirated our own brand. We will
come back to this in Chapter 12.
In order to help us to think and find answers, the first part of
this book is devoted to concepts:
- Scouting’s profile.
- Scouting as a brand.
- The Movement’s identity, which also broaches cultural
issues.
- History as a means to learn and become stronger.
- Image, a capital asset for development and growth.
We would encourage you to read through these chapters
before even considering the methodological process. In
researching documentation to write these chapters and
in examining the issues raised, we have found answers
without which we would never have been able to undertake
the work on reviewing the Movement’s image. These issues
will help you to answer the question: “How does our image
reflect our mission through our actions?”.
4 Adopted by the World Scout Conference in July 2002 in Thessaloniki. The Communication Strategy was adopted as Resolution No. 9/05 by the World Scout Conference in 2005 in Tunisia, and was presented in Conference Document No.13.
The recommendations of the Regional Communications Forums
For National Scout Organizations - Develop training and a group of youth spokespeople.
- Train the Communications team to a professional level.
- Develop a Communications strategy.
- Develop a national media plan.
- Harmonise the Communications strategy between national and world levels.
- Organise Communications forums at national level.
At regional level- Organise regular training opportunities for volunteers and professionals working in the fields related to Scouting’s Profile
(Communication, Partnerships, Resources).
- Support National Scout Organizations (training, training tools).
At world level- Carry out studies on Scouting’s image and on the values of the World Scouting brand.
- Collect good practices in the area of Communications.
- Provide the heads of Communication with training and promotional materials.
- Ensure that the World Scouting brand is protected and that the guidelines are respected.
Scout-Guide relationships- Maintain the dialogue between WOSM and WAGGGS concerning the use of branding by Scout and Guide Organizations.
11
3. Strategic coherence
What we are looking for is coherence between messages,
behaviour and social practices. All this is the responsibility
of the human groups that we create. Achieving coherence
requires explicit awareness. However, in order to achieve
this, we need to go through several stages of strategy.
Scouting needs to learn the methods that global industries
and brands use. This is what we started to do in 2005 in
terms of revitalising the brand.
The method of strategic development that we propose
is based on the inter-relationship between the three
areas of the Strategic Priority entitled “Scouting’s Profile”:
Communications, Partnerships, Resources. The second
part of this book is devoted to brand strategy. We
shall show you how to avoid disconnecting it from an
organisation’s global strategy, which would only shoot it
in the foot, denature it or dismiss it. We will thus offer a
holistic presentation, and highlight a global development
approach.
What we propose is a scrupulous methodological approach
involving ten distinct steps, which are to:
- Start from the results of the situation analysis;
- Have a vision of the organisation for the future;
- Identify priorities;
- Determine targets;
- Formulate communications objectives;
- Select strong themes;
- Create communications axes;
- Adapt messages;
- Take time;
- Select means.
Finally, in the third part, we propose how you can become
familiar with useful means to implement the strategy.
4. Traps to avoid
The first trap is impatience. Patience is one of the tips that
you will often find in the following pages. There is nothing
more important for a successful strategy than to take one’s
time.
The second trap is linked to the first and involves starting
with the means before any reflection on the end results
due to a lack of time. There is no point in developing and
implementing a Communications strategy if there is no
substance to it. At this stage, it is not a matter of establishing
means (for example, a Public Relations service) or tools (for
example, a good internet site), but rather what is essential
(literally): What do we want to say about our values (this is
what we need to share), and the social challenges that we
are ready to meet through direct action (in harmony with
our Mission).
The third trap is a lack of skills. Communications is not
an area for amateurs. Incompetent goodwill (which we
cannot refuse in a volunteer Movement) unfortunately
creates a number of problems as soon as a friend from
a different profession improvises as a graphic artist or
journalist. Improving skills and professional competence is
a prerequisite for avoiding the trap: “I can speak, therefore
I am a spokesperson.” No: “I can speak, but I need to learn
how to say what we need to communicate!”
Before discovering the methodological tools, we shall
therefore come back to the basics over the next few
pages. We will not glide over these elements, otherwise we
risk embarking on strategic work without having the very
essence of what we seek to show and promote.
As it is not a matter of slapping on an image like we might
apply a coat of varnish, we first need to concentrate on
the substance underneath the varnish – and that needs to
be solid. That substance is Scouting itself. As a result of
its specific characteristics, Scouting contains the elements
that differentiate it in terms of marketing that constitute
its investment capital: its values, its Vision, identity,
history, image and actions. We wish you all the best with
your strategy. Do not hesitate to share your feedback,
comments, anecdotes, doubts and successes!
Richard AMALVYDirector, Branding, Communications and Media
World Scout Bureau [email protected]
Introduction"What's Scouting's usefulness?"
Part 1: concepts
chapter 1 Scouting’s Profile 14 A global strategic approach. Resources.
Communications. From Scouting’s profile to the concept
Partnerships of branding.
chapter 2 Scouting as a brand 16 Social positioning. Three major elements in establishing a brand.
chapter 3 Identity: a common heritage 18 Taking an interest in Scouting’s identity. Recognition linked to social usefulness.
Values & meaning. Possible courses of evolution.
Essential characteristics of Scouting. A common heritage: a shared responsibility.
The history of the Movement. The elements of differentiation.
Internal & external representations. Responding to the challenges
The identity/image duo. of Scouting’s history.
chapter 4 Making use of history to learn & grow stronger 26 Telling the story of Scouting. Making use of scientific research.
What is the use of archives? Making use of history to grow stronger.
Preserving the heritage. Learning from the Founder.
chapter 5 Scouting as a product, its image as an asset 30 Image, a matter of perception. Governance & the image of unity.
An economic stake associated with the brand. Governance & the constituent elements of image.
Solving the image equation. Governance, growth & development.
The hypotheses for solving the equation. Daring to make the necessary changes.
14
chapter 1
Scouting’s Profile n Three closely inter-related fields of activity play a crucial
role in Scouting’s success: communications, partnerships
with other organisations and financial resources. This is the
spirit of the Strategic Priority entitled “Scouting’s Profile”,
adopted by the World Scout Conference in Thessaloniki
in July 2002.
However, the inter-relationship between these three areas
can only exist within a framework of action undertaken
in a way that is global, transversal and coherent in order
to ensure they are implemented as part of the Strategy,
in accordance with priorities that do not only concern
Communications.
This inter-relationship requires a working method based
on cooperation and partnership within the organisation,
involving everyone directly concerned by these three
fields. Transversality requires the participation of all of the
departments and services, at all levels – including, of
course, all professionals and volunteers. Coherence will
result from pursuing the same goals.
1. A global strategic approach
What we are trying to establish here is a holistic approach.
This global approach implies real synergy between all of
the components of an organisation’s strategy. We will
come back to this later.
For the moment, let us examine the Communications
Strategy. Its objectives need to follow the following
recommendations:
To define a Communications strategic plan that:
151
ConceptsScouting’s Profile
2. Communications
Effective communications are vital to all aspects of
Scouting. From interpersonal communication to mass
communication, the means of communication must
enable Scouting to attract and retain new members,
motivate volunteer and professional leaders and enable it
to establish partnerships and obtain the financial resources
it needs.
In order to do so, Scouting has to be a good product
and be able to promote itself effectively. Creating a good
public image does not happen by chance: it requires a
professional approach and a strategic plan. We will see
how to go about this in the second part of the preparation
process of a strategy in the chapter entitled “Improving
Communications”. The main aspects are the institutional
image (corporate image) and the Image Policy.
Taking into account the Movement’s material resources,
communications must be planned and targeted to get
specific messages across to clearly identified groups
of people. Modern technology offers numerous new
opportunities to do so more effectively, more efficiently
and at a lower cost.
3. Partnerships
Scouting cannot exist in isolation: it is a part of society and
local communities. It needs to work in partnership with
others, from individuals to organisations at local, regional,
national and world levels. Partnerships create coordinated
action with others and provide benefits that would not be
possible if Scouting acted on its own.
4. Resources
Scouting’s partnerships can generate new resources in
the area of finances, for example. Partnerships may also
supply human and material resources, thus increasing
the means available and reducing the stress on an
organisation’s budget. The Movement must also take
into specific account the needs and possibilities in
terms of fundraising at all levels and establish training,
programmes and activities that are specifically adapted for
this purpose. Effective fundraising campaigns also require
good relationships and good communications.
5. From Scouting’s profile to the concept of branding
We started with the Strategic Priority of “Scouting’s Profile”.
As the following diagram illustrates, we have added the
concept of branding as an element that makes the whole
thing more coherent.
This exercise helped us to launch guidelines based on:
- A Brand Communications strategy
- A Brand Management strategy
- A Resource Mobilisation strategy
- A Partnerships and External Relations strategy.
At the same time, the functions of the Scout brand are
becoming clearer for members, future members and
partners, as well as for the Scout Movement.
16
chapter 2
Scouting as a brand
n In order to attract attention, make people dream and
want something, perhaps even generate an emotional
response a brand has to tell a story. And Scouting has a
fabulous one to tell. In order to gain customers and increase
its capital, a brand needs to make its reputation bear fruit
and increase its value. This is the challenge that Scouting
set itself in 2005 by working to revitalise its brand.
1. Social positioning
Thus, we tend to imagine that the Scout brand is powerful
(positive and protected) enough to establish itself firmly at
global and local levels with no need for self-justification vis-
à-vis the caricatures and prejudices mentioned earlier. If we
look at some other large international non-governmental
organisations, the Red Cross/Red Crescent and Médecins
Sans Frontières are renowned for their humanitarian work
with clearly established causes. A “Red Cross” or “Red
Crescent” on a car door symbolises protection and help.
Amnesty International is associated with “respect for
human rights”.
Can we dream that the fleur-de-lys will become such
a well-known identifier that it will convey both the values
that it represents and the desire to be a member? This
brings us back to the recognition of Scouting’s social
usefulness: What are Scouts useful for? The famous motto
“Be prepared” begs the question: “Fine, but what for?”
To become the great brand to which it aspires, the Scout
Movement needs to proclaim its usefulness and clarify its
social positioning wherever it exists. The World Scouting
Report, published in October 2006, was produced at
the request of the Secretary General to highlight the
Movement’s response to the important issues facing
young people today.
2. Three major elements in establishing a brand
The work on revitalising the Scout brand has been underway
since April 2005. A long-term strategic plan has been
developed for it, primarily involving the world and regional
levels. This can only succeed with the commitment of
national member Scout Organizations. This revitalisation is
based on the following three elements:
A recognised causeThis is already prefigured by the adoption of the Movement’s
key messages:
The vision:
The vision: “Creating a better world”
The Mission: “Educating young people to play an
active role in society”
More detailed work is now underway so as to define a
message that associates the famous motto “Be prepared”
with the Vision and the Mission. In marketing terms, Scouting
cannot avoid defining one or more causes that attract
members, positive public opinion, donors and sponsors.
Alongside “Creating a better world”, potential ideas
include: “Educating for life”, “Educating for leadership”,
“Educating for peace”, and “Educating for citizenship”.
Scouting’s educational programme (including its method)
is the product that enables the cause to be pursued.
Brand identity The brand logo launched in April 2005 aims to make
Scouting’s emblem, the word “Scouts” and the cause,
inseparable. The emblem itself is under-recognised,
whereas the word “Scouts” is well known throughout the
world. It is short and easy to pronounce. Many brands
dream of a name like that!
A homogeneous global presence Ensuring a homogeneous global presence involves using
key messages, an image concept and individual and
collective behaviour that do not contradict the stated cause
and mission. That is the hardest challenge to meet. It is the
one that requires the most persuasion internally and the
development of greater skills. This entire book aims to help
you take these aspects further.
17
Identification The Scout brand identifies the product (educational programme) from the perspective of its principal characteristics.
Reference Thanks to the brand, members, future members and partners recognise Scouting’s educational programme and can quickly differentiate it from its competitors.
Guarantee The brand symbolises a public commitment to quality and performance. It guarantees the defence of the cause.
Personalisation Adhering to the Scout brand enables members, future members and partners to identify themselves with the commonality of values that it represents.
Social positioning The brand offers the Movement the opportunity to position itself vis-à-vis its competitors and to make its differentiating elements and its project known.
Image The Movement’s fame and long-standing existence mean that Scouting’s brand image constitutes a true heritage that needs to be capitalised on and kept safe from harm.
2
ConceptsScouting as a brand
Each of us needs to convey the World Scouting brand and to protect it.
The functions of the Scout Brand
18
chapter 3
Identity: a common heritage
1. Taking an interest in Scouting’s identity
We could have started this publication by simply addressing
the issue of Scouting’s image. However, we felt that it was
important (as we pointed out in the introduction), not to
stop with the varnish. Unfortunately, this is easy to do in
order to give a shiny gleam to what is dull.
Why should we communicate what we do, if we do not
also communicate who we are?
2. Values & meaning
A (natural) person’s identity card describes permanent
characteristics (height, distinguishing features, date of
birth) and variable ones (address, marital status, etc.). The
same is true for a company or an organisation (corporate
body). The most stable elements are the name, trade
name, positioning, values, traditions, expertise and
qualities. Then there are other elements that are likely to
vary depending on the organisation’s history, such as its
activities or membership. All of these elements constitute
the real identity of the organisation 1.
However this simple, very descriptive, attempt at a
definition is not enough to bring to light the full concept of
an organisation’s identity, given its complexity.
Most social scientists generally refer to a double level of
functioning:
- a real identity, which is immediate and concrete;
- a symbolic identity, which is connected to the mental
and social representations of the various elements that
we have just mentioned.
For economists, in particular, products have a real
existence. However, they also have a symbolic existence,
as Jean Baudrillard demonstrated through what he called
“use values” and “exchange values” (real identity) and
“sign values” (symbolic identity) 2.
In a global consumer society in which the global image
makes and breaks commercial, cultural and political
success, Scouting faces a crucial challenge, namely
pursuing its original educational mission and ensuring that
this is done at all levels. In terms of market, its national and
international positioning depends on the recognition of its
social usefulness (use and exchange values) and on what
it represents (sign, i.e. symbolic values).
By linking the question of identity to that of image, then to
that of development and growth, we should immediately
ask ourselves whether this identity - to use an analogy
from the world of computers - is based on “storage
memory” or “live memory” 3. This question is essential
in order to know how, in the current cultural and social
context, and at the levels at which it exists (local, national
and international), Scouting may evolve or regress.
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ConceptsIdentity: a common heritage
If we acknowledge that Scouting has constituted a
concrete and relevant educational innovation since its
creation, then the lack of innovation, relevance and
concreteness can cause its decline.
Still on the question of innovation – this is what allowed
the Movement to expand and spread and, as a quality, it
is part of its identity.
Looking at this from the perspective of image, if Scouting
no longer appears to be innovative, it rejects a quality from
its real identity that it needs in order to be perceived as
dynamic and positive.
In order to develop these ideas we will examine:
- the essential characteristics of Scouting;
- its history;
- the internal and external representations
that it generates;
- the identity/image duo;
- public recognition linked to its social usefulness;
- its evolution;
- responsibility towards the common heritage that it
constitutes;
- the differentiating elements that make it unique.
3. Essential characteristics of Scouting
Scouting’s identity is based on what it is, and this
is contained in its fundamental principles and value
system.4. Scouting has a unique and specific nature due
to the various elements that constitute its identity.
Here is a non-exhaustive list 5:
- its values;
- its definition;
- its aim and its Mission;
- its fundamental principles (duty to God, duty to others,
duty to self, the Promise and Law);
- its educational method (adherence to a Promise and
Law, learning by doing, life in small groups, progressive
and attractive programmes);
- its global and international character;
- its multi-denominational nature;
- its respect for cultural diversity.
4. The history of the Movement
The history of the organisation, perceived as a succession
of events connected to its life since its inception,
constitutes both the collective memory of the Movement
and a source of information that ensure the continued
existence of its collective identity.
Scouting’s identity is shaped by events and practices
that have constituted its history for a century at local,
national and world levels. However, in different social
and cultural contexts, we encounter different forms of
Scouting. Scouting’s unity is built on respect for the same
fundamental principles wherever it exists.
Following the fall of the Berlin Wall, the rebirth of Scouting
in Eastern Europe was made possible thanks to the fact
that its values and principles had been preserved by
former Scouts who had regained their freedom.
The Scout cultureDoes a Scout culture exist? According to the sociologist
Guy Rocher, culture is “an interwoven entirity of ways
of thinking, feeling and acting that are more or less
formalised and which, as they have been learnt and
shared by a number of people, serve in both an objective
and symbolic way to make these people a particular and
distinct community” 6.
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Remembering the FounderWhen analysing our practices, we need to understand
what we have retained or forgotten of what Baden-Powell
wrote, said and did. Let’s take a concrete example:
When Scouting is caricaturised as a paramilitary movement,
it is easy to recall that Baden-Powell clearly wrote: “Military
training and discipline are exactly the opposite of what we
inculcate in the Scout Movement” 8. Nonetheless, some
Scout Associations reinforce this paramilitary caricature,
which the Founder had clearly stated was not Scouting.
Collective memoryCollective memory (i.e. what we collectively retain from the
past) plays an important role, especially at local level, where
it maintains traditions and, sometimes, particular rituals. It
is another component of a group’s identity, as it is the
fruit of individual contributions, competitive relationships
with external groups, and collective and individual identity
strategies. This collective memory enables the essence of
Scouting and its practice to be transmitted. It is part of the
initiation process. We will see how to use history in order
to “Learn and become stronger” (Chapter 4).
The cooperation of generations in transmitting the
collective memory and in identity formation plays a
crucial role in allowing Scouting to continue to develop its
capacity for social innovation. Collective memory must not
be a hindrance.
If we consider the 30 million Scouts spread around the
whole world, who look beyond the diversity that separates
them to see only what links them together, one may say
that this culture does exist. It concerns:
- all of the attitudes and behaviours resulting from one’s
commitment to Scouting;
- the totality of the traditions, rituals, symbols and folklore
that are specific to Scouting at local, national and
international levels;
- specific terms, such as “Jamboree” and “Moot”;
- all of the knowledge and techniques specific
to Scouting.
All of this could be summarised by the indefinable
(but very real) notion of “Scout spirit” - the greatest
common denominator of all members of the Movement
for generations.
This culture is alive. It must not be boxed up, as if in a
museum.
Scouting’s specificitiesIn many organisations, religious identity is interwoven with
the Scout culture and thus with its identity. According to
the French sociologist Danièle Hervieu-Léger, religious
identity has four dimensions: community, culture, ethics
and emotions 7.
Organizations that are members of
WOSM and of WAGGGS have a
dual affiliation. While the founding
inspiration is the same, each has its
own - clearly distinct - identity.
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ConceptsIdentity: a common heritage
5. Internal & external representations
Representations of Scouting involve the perceptions that
one may have of its values, but also of what it does. It
is very important to understand these representations,
whether they are internal or external ones.
Internally, they mainly concern the way in which members
identify with Scouting’s values, and the way in which
members act in the name of those values. Externally,
representations develop according to the perceived image
of the Movement, its values and reference system.
IdentificationTo identify oneself as a Scout is to recognise oneself
as such. The sociologist Karl Mannheim wrote that
“identification takes place through adhering to values,
ideologies or to literary or artistic trends, led by concrete
individuals and groups who symbolise the generation” 9.
To be a Scout is first of all to adhere to Scouting’s values,
proclaimed in the Promise by saying “I”. Doing so is a
conscious and voluntary act. One cannot play at being a
Scout like one might play at being “Rambo”. Otherwise
one risks becoming the author of one’s own caricature.
We do not simply “practise Scouting”: we belong to the
Scout Movement. We are Scouts. And we can feel proud
of that.
Next, if we follow Mannheim’s thinking, one could consider
that being a Scout is to be so during a particular era and
in a particular society. This is important in order to imagine
how to adapt Scouting’s proposal to cultural and social
realities.
Scouting is a very strong individual and collective source
of identification. It enables the young person to develop
self-affirmation and self-acceptance 10 as a person who is
autonomous, supportive, responsible and committed 11.
Whereas this process initially takes place within the family
context (informal education), it also takes place at school
(formal education) and in wider groups, such as clubs or
associations (non-formal education). By placing young
people in peer groups, Scouting plays an extremely
important role in the process of acquiring values and an
identity.
It is through studying these models that we can measure
the evolution of the Movement’s image and the degree to
which it is relevant to contemporary society.
For example, we know that the representation of the
two sexes may differ depending on whether the Scout
Movement is open to both genders or only to boys.
The status of women was transformed in the 20th century,
and this has led to an evident change in Scouting: it
is open to girls. The recent study on how gender is
approached 12 sheds light on the representations of
masculine and feminine roles in the Movement. What
image do we give of girls and boys?
Internal representations & social modelsCertain National Scout Organizations have already worked
on the social models that Scouting has proposed since
its inception. These models involve identities and, of
course, images: knights, backwoodsmen, adventurers,
humanitarian workers, etc.
One cannot play at being a Scout like one might play at being “Rambo”. Otherwise one risks becoming the author of one’s own caricature.
22
External representationsNegative external representations often originate from
preconceived ideas and stereotypes. In this publication,
we shall often repeat that we are the authors of our own
caricature.
Positive external representations show that they are
based on coherence between Scouting’s values (real
or perceived) and the personal values of an observer.
A religious fundamentalist would no doubt be happy to
meet a particularly traditional Scout group, because he/
she would think that he/she had found a group of young
people with similar ideals and religious practice.
An environmental activist would also be happy to meet a
group of Scouts passionately working on an environmental
protection project, as he/she would also think that these
young people shared the same ideals on environmental
issues.
These examples show that it is dangerous to disguise
Scouting practices simply to satisfy the demands of
potential external support, thus running the risk of accepting
support that is totally contrary to the Movement’s values.
We should also ask ourselves whether we are sufficiently
inclusive, as opposed to exclusive: “Do what we are, what
we do and what we represent offer others the possibility
of joining us?”
This enables us to respond to the strategic priority entitled
“Reaching Out: breaking down barriers and working with
all segments of society” 13, presented at the World Scout
Conference in Thessaloniki. The text states: “Scouting
must ensure that the education it offers to young people
is made available to all who are prepared to adhere to the
principles of the Movement, so that they may benefit from
the opportunity to become self-fulfilled individuals and play
a constructive role in society”.
The sociologist Claude Dubar believes that the socialisation
of youth “is less and less a matter of transmission and
more and more a matter of painful experimentation” 14.
As adolescence is prolonged, the Movement can be an
increasingly sought-after place in which to experiment.
6. The identity/image duo
We often confuse identity with image. We need to
keep to the idea that image is the visual expression
of identity. A corresponding image is therefore not just
figurative - it includes a subjective element: a high-quality
brand, dynamism, capacity to innovate. We should also
remember that being well known is not the same thing as
one’s image, but it contributes to it.
Whereas identity is permanent, the image can vary
(because it is interactive and because it is subject to
representations). This is why we believe that the Scout
Movement’s Communications Strategy must be built on
its identity in order to enable future members and partners
to identify with its real and symbolic elements: innovation,
peace, world brotherhood, etc. As we will see in the
next chapter, image is simply the result of a process that
places values and the perception of values in relationship
through the action undertaken by the Movement and by
its members.
7. Recognition linked to social usefulness
It is because Scouting is recognised as being able to
respond to social needs that other institutions select it
as a partner. This is the case when the Movement works
to fight against AIDS with UNAIDS, promotes peace with
UNESCO, or works on community development projects
with communities.
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ConceptsIdentity: a common heritage
It is because a young person will recognise that Scouting
is able to “symbolise his/her generation” (Mannheim) and
respond to his/her needs and aspirations that he/she will
decide to join the Movement.
At world level, the major evolution concerns globalisation,
which Jacques Moreillon, WOSM’s former Secretary
General, describes as follows 15: “What individual
members of any global movement like Scouting should
see is the fact that belonging to a world movement in
a globalised world creates a global responsibility for
each of us as well as for the movement. For we have,
through Scouting, the means not only to become aware
of problems that are much bigger than any of us, but
also to do something about these problems, either
through Scouting or otherwise”. Hence the importance
of representing the Scout Movement as a truly non-
governmental organisation. The Jamboree’s Global
Development Village for example, illustrates both the
Movement’s global responsibility and WOSM’s positioning
as an international non-governmental organisation.
This brings us back to the “Reaching Out” priority that we
mentioned earlier. Without reaching out as a response
to social transformation, Scouting cannot respond to the
challenges of social development, nor of its own growth.
8. Possible courses of evolution
Let us look at a photo of a recent Jamboree, with
thousands of young people and adults. It represents the
Scout family. Yet there are so many differences in terms of
origin, race, sex and beliefs. What diversity in unity!
If we compare it to a photo of the first Jamboree, the
image has changed:
- clothing has changed;
- there are girls;
- it is in colour.
This means that:
- fashion and customs have changed;
- social relationships have changed;
- technology has changed.
What about Scouting? It has quite simply evolved. It
has transformed itself while remaining faithful to its aim,
principles and method.
Collective identities are constantly evolving and are
influenced by changes in society. Because Scouting is a
social force, it must allow itself to be infused with cultural
and social changes. Scouting can also inspire change, as
it has done since it began.
It evidently launched the fashion of open-air activities; made
camping commonplace; and it has certainly contributed
to inventing new careers in the social, humanitarian and
recreation sectors.
Participants at the 1st World Scout Jamboree, Olympia, United Kingdom, 1920.
24
In Europe, Scouting is clearly at the forefront of the
debate on establishing national youth policies, developing
recognition for the sector of non-formal education and in
the emergence of the youth sector of civil society. At
the same time it has anticipated the debates on youth
participation; it is also involved in the issue of democratic
governance. Intergovernmental organisations such as the
Council of Europe, the European Union and UNESCO
work with the Scout Movement on these subjects, as
they recognise Scouting’s capacity to launch debates
and bring about change in the cultural, social and
political spheres. It is through networking and its capacity
to influence (through its partnerships) that Scouting
undertakes action that makes society progress.
In the area of peace education, Scouting has also gained
such recognition that, today, it can work in the region
which was once Yugoslavia, just as it worked in the Great
Lakes Region of Africa. The work remains educational
and is closely linked to the issue of development. “Leave
the world a little better than you found it” is the mission
that Baden-Powell proclaimed. And this is what qualifies
Scouting as a social force and, moreover, marks the
identity of the Movement.
9. A common heritage: a shared responsibility
Scouting’s identity is an asset that belongs jointly to the
Movement and to the totality of its members, both past
and present. We shall see if the same applies to its image.
It is because identity and image constitute a common
heritage and because Scouting is a global movement that
the responsibility to keep them intact must be shared by
everyone who claims to be a part of it.
The image equation that we saw in the introduction, and
which will be further developed in the following pages,
comes from the following formula: “How does our image
reflect our Mission through our actions?”
If our actions are not coherent with the meaning and
spirit of the Mission and, finally, with the spirit of the Scout
Promise and Law, it is normal that the resulting image will
be negative. This means that our attitudes and behaviour
are not coherent with the values and aims that we promote.
We can summarise this in the opposite diagram.
The collective identity of this group is, to an extent, a
mixture of each person’s identities. If one of the members
of the group – a black sheep – visibly does not respect
the meaning of his/her Scout commitment, through
actions that are in contradiction with the Mission, then this
image will affect the group’s image. He/she “tarnishes”
the group’s image. This would also happen at international
level if one were to replace each individual by NSOs. It
only needs one negative report in the international media
to affect the image of the whole.
A UNAIDS workshop at the Global Development Village at the World Scout Jamboree in Thailand (Jan. 2003): much-needed sensitisation to fight against a real scourge.
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ConceptsIdentity: a common heritage
Let us take a photo of all these movements. For some,
the image will unfortunately be the same, and a cynical
observer might place them all in the same “pot”. However,
what is essential is not what appears in the photo, as we
know: it is the values and the principles that inspire us
and which call for “the promotion of local, national and
international peace, understanding and cooperation…
[and] participation in the development of society with
recognition and respect for the dignity of one’s fellowman
and for the integrity of the natural world.” (From Article II,
Chapter 1, of the Constitution of the World Organization of
the Scout Movement).
11. Responding to the challenges of Scouting’s history
In “The Pedagogy of the Oppressed”, the Brazilian
sociologist Paolo Freire points out that culture “… is the
way in which a human group responds to the challenge of
its own history”. If it prefers a “live memory” to a “storage
memory”, the Scout Movement will remain itself and will
continue to find, between tradition and innovation, the
capacity to show its social usefulness and to meet the
challenge of development and growth. In order to do so,
it has to say and show what it is.
In order to do so, it must especially seek to make its
purpose better understood, as it is not self-evident at first
glance: for anyone who has not been a Scout, how could
one guess the Movement’s method and educational
objectives at work behind the image of a Scout at a camp?
1 “Le Web de la distanciation”, www.cetec-info.org. Jean-Luc Michel, 2002.2 “La Société de consommation”, Jean Baudrillard, Denoël, 1970.3 Op. cit. “Le Web de la distanciation”.4 See Articles 1 and 2 of WOSM’s Constitution.5 “The Essential Characteristics of Scouting”, World Scout Bureau, 1988. Downloadable from www.scout.org6 “Introduction à la sociologie générale”, t.1, l’Action sociale, Guy Rocher, Paris, Seuil, 1968 (our translation).7 “L’Identité”, Coll., Editions Sciences humaines, 1999 (our translation).8 Jamboree, 1925, quoted in “Footsteps of the Founder”, compiled by Mario Sica, Editrice àncora Milano, 1984.9 Karl Mannheim, “Le Problème des generations” (1928), Nathan, 1990 (our translation).10 “L’Identité”, Coll., Edition Sciences humaines, 1999, p. 24 (our translation).11 “The Education of Young People: A Statement at the dawn of the 21st century”, 1997. Downloadable from www.scout.org12 See the study “One of the Boys? Doing Gender in European Scouting”, World Scout Bureau, European Scout Office, Harriet Bjerrum Nielsen, Centre for Women’s Research, Oslo, University of Oslo, 2002.13 “A Strategy for Scouting”, 36th World Scout Conference, 2002. Downloadable from www.scout.org14 Op. cit. “L’Identité”, p. 137 (our translation).15 “Report of Jacques Moreillon, Secretary General, WOSM”, 36th World Scout Conference, July 2002.
This supposes that the Movement’s identity base is
consciously shared by the totality of its members, both
individuals and groups. We will come back to this point in
the following pages in order to explain the image equation.
10. The elements of differentiation
This publication is intended to help you plan and implement
work on identity and image so as to create the elements
that differentiate Scouting from its “competitors”. Moreover,
the issue of competition needs to be addressed: whether
or not we identify competitors will depend on the sectors
and segments in which we position ourselves.
We need to conduct an analysis in order to understand
what Scouting is – in a given context and environment.
To take some extreme examples, we know that it is not a
Pioneer movement of the former Soviet block; it is not an
execrable deformation of a youth movement such as the
Hitler Youth movement in Germany, or the Balilla in Italy. All
totalitarian regimes - whether left or right – simultaneously
banned and copied Scouting, but in a negative way.
26
chapter 4
Making use of history to learn & grow stronger
n History is not about gazing at the past. It is a vision of
the entirity that, when looking at the life of the organisation,
enables us to embrace Scouting’s identity, culture and
sociological positioning. There is the global history of
Scouting at world level and the history of Scouting in
each country. While celebrating history, it is the future of
Scouting that we were celebrating on the occasion of the
centenary in 2007.
1. Telling the story of Scouting
Further back, we wrote that in order to sell a brand,
one has to tell a story that makes people dream.
Scouting has a great history, which is full of stories that
make people dream because it is a youth movement
that is enthusiastic, global, open to all, and made to
promote peace and mutual understanding. By nature,
the Movement is altruistic. Everything started around a
campfire, in small groups of friends. This is the story that
we tell, first of all, to Scouts themselves.
The first experimental Scout camp, on Brownsea Island, in 1907. B-P had brought a few boys together to test his method.
It is a lack of knowledge of Scouting’s history, in particular
as to why Robert Baden-Powell created the Movement and
why it developed so quickly at the start of the 20th century,
that sometimes leads to a misuse of its method and of
its fundamental principles in general, and to the resulting
gross misconceptions concerning the Movement.
We also need to tell this story to others. Not necessarily to
attract them, or even to justify their misconceptions, nor to
show that it is not a problem. But simply to tell the story of
a world community of “useful, active and happy” citizens
who have a wild dream of leaving the “world a little better
than [they] found it”.
But to tell the story, we have to keep the memory of
Scouting’s history alive.
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4 Making use of history to learn & grow stronger
Concepts
2. What is the use of archives?
Archives are not just old, dusty papers - they cover all of
the products of an organisation’s activity.
Some archives have an administrative function. We refer
to them when we need to trace how a problem evolved,
manage contracts, clarify a financial situation, or present a
grant submission. Archives can provide proof.
Archives also serve as a witness. If the Movement
undergoes a major change or restructuring, archives
will enable us to recall the thinking that led the change,
why certain choices were made and how the situation
evolved.
Archives can also be of strategic interest, for example,
when promoting the image of an organisation, what it
seeks to achieve, its values, sometimes its struggles or
demands.
Finally, archives ensure a place in history.
A poster of the Jamboree of Peace, Moisson, France, 1947.
Herman Hui, former Chairman of the World Scout Committee, listens to the Founder’s grandson, Lord Baden-Powell, at Scouting's Sunrise on 1st August 2007 in Chelmsford, UK.
A knowledge of history- strengthens a sense of belonging and pride;
- is part of the initiation into Scouting;
- provides the foundation of its identity;
- develops the Movement’s culture;
- adds a greater dimension to the Scout spirit.
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3. Preserving the heritage
Archives constitute a part of the cultural and intellectual
heritage of an organisation. Preserving them is a way
of keeping this heritage alive. Even if this aspect of
Scouting’s heritage has no material form, it is an important
and permanent part of the organisation’s capital, and can
be of significant value in terms of image and financial
resources.
4. Making use of scientific research
Scouting interests the academic and scientific world.
Numerous research studies in the fields of social sciences
and humanities have been conducted on Scouting. Such
research is very important to enrich our knowledge of the
Movement’s history, and also to establish the influence
and repercussions it has had in the field of education and
on social and political training.
Some NSOs have shared their archives with professional
and student researchers. Such research studies can
shed new light on aspects that may overturn people’s
prejudices.
5. Making use of history to grow stronger
It is not a matter of using history to justify everything,
which would be tantamount to propaganda or a form of
totalitarian manipulation. However, it is because certain
historical facts are precise that we are able to justify some
of the action that we undertake today.
The study of Scouting’s history, and the preservation of its
heritage and research studies are not a luxury. Consulting
the past is not like looking in a rear-view mirror: it is simply
to remember where we came from, and to draw on the
aspects of the Movement’s origins that continue to pro-
vide its driving force.
6. Learning from the Founder
Which B-P do people talk about when they think of him?
The British general who returned as a hero from the
colonial wars? The fun-loving old man who was fascinated
by the world’s cultures? The turbulent adolescent who
skipped classes at school in search of his future? The very
way in which we think about the Founder, and the image
we have of him, influences our different perceptions
concerning the aims of the Movement.
Baden-Powell was first and foremost a writer. He shared
his knowledge and experiences in a pragmatic way
through manuals aimed at young people and leaders. The
books read like novels. He loved theatre and was able to
mobilise crowds through uplifting, emotional speeches
and witty remarks. In front of photographers, he was able
to capture the attention of the cameras and understood
the impact of images. As an artist, he knew that a sketch
or a cartoon was better than a long explanation.
Archives reflect the organisationIf you have archives, examine how they are filed and make
a catalogue of the themes. Archive themes often reveal
the organisation’s interests and the degree to which it is
open to the outside world (do you have a documentation
centre?).
What kind of documents do you keep?Paper documents, films, photos, digitalised artwork?
Lazlo Nagy presents his latest book, written in French: "Scoutisme mondial un centenaire qui se porte bien".
Editions Infolio, Collection Illico, October 2007. Lazlo Nagy was Secretary General of WOSM from 1969 to 1988.
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4Making use of history to learn & grow stronger
Concepts
Founder’s Day: 22nd FebruaryWe celebrate Baden-Powell’s birthday on 22nd February.
This occasion could be used throughout the Scouting
world to affirm the Movement’s identity, values and action.
Innovative action would be better than commemorative
action. Organising a religious ceremony in remembrance
of B-P is no doubt a display of respect towards the
Founder, but to organise a peace activity as well on that
day could be a display of respect for his educational
goals. You would thus be able to show “what Scouting
is”, and not just explain who B-P was to Cub Scouts
attending the religious ceremony.
B-P was born in London on 22nd February 1857 and died on 8th January 1941, in Kenya.
“Scouting for Boys” is Baden-Powell’s best-selling book (translated into French as “Eclaireurs”). This book was first published in serial form and sold in newspaper kiosks. The dissemination of this piece of work largely contributed to the Scout Movement’s expansion. Reading it helps to develop a good understanding of Scouting’s culture.
Footsteps of the Founder, Baden-Powell. Compiled and edited by Mario Sica, Edizioni scout fiodaliso, 2006. Ref. Scoutstore 94112
B-P on international peace. Compiled and edited by Mario Sica, Edizioni scout fiodaliso, July 2006. Ref. Scoutstore 94115
The unconventional Baden-Powell not only had the
talent to invent Scouting: he had an incredible talent for
communicating.
30
chapter 5
Scouting as a product,its image as an asset
1. Image, a matter of perceptions
What do dictionaries say about the word “Scout” or “Boy
Scout”? Here is an example from the Larousse dictionary:
“a naive and idealistic person”. As if the second adjective
was not similar to the first, or were even a defect.
Sometimes, we also encounter expressions such as:
“He’s a bit of a Boy Scout”. Even in English, we can hear
the “baddies” in American films exclaim: “What do you
think I am? A Boy Scout?” To take the caricature even
further, there is a saying: “Scouts are children disguised as
idiots, led by idiots disguised as children”. And what about
the definition in Encyclopedia Sovietica that described
Scouting as a “bourgeois, militaristic, reactionary and
antisocial” movement?
Do you not agree with these definitions? It is up to you
to change such perceptions and the representations
that generate them. When the reflection of what we are
does not appear clearly to others, we need to remember
that identity is what we are, and image is simply the
representation of this. It is therefore on this representation
that we need to work.
2. An economic stake associated with the brand
At a global level, in a world in which information and the
management of the means of communication are essential
from an economic, cultural and social perspective, the
image associated with the “Scout” brand becomes an
economic resource.
This global stake exists concomitantly at international,
national and local levels. The interdependence of what the
Movement does (from local to international levels) and the
non-hierarchical relationship style between WOSM and
the NSOs confirm that it is difficult to manage the image
as a block. Managing the image at a global level requires
appealing to everyone’s sense of responsibility through
the collective realisation that this asset is common to all
and that diversity - while enriching - must not constitute a
contradiction.
We therefore need to consider this stake in light of the fact
that identity precedes image. As the real identity of Scouting
as a whole is in theory based on the same characteristics
everywhere, the positioning of the Movement’s marketing
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5
ConceptsScouting as a product, its image as an asset
at local level should reflect this, while taking into account
culturally specific characteristics.
This stake is all the more strategic due to the rapid
globalisation of the exchange of information. The exchange
of images is accelerated by information technology that
brings the sender (in this case the Scout Movement)
closer to the addressee (young people, partners, donors).
From a PC, a young person or a UN executive surfing
the web will be able to compare the quality of Scouting
around the world and decide whether or not it is the same
movement, with the same values and practices.
In a global world in which the speed of exchanges
accentuates the means of differentiation, the image
depends on:
The conscious and collective responsibility of the
Movement’s members from local to international level.
The capacity to put a stop to the inertia resulting from
“storage” memory (obsolete traditions) to make way
for evolution driven by “live” memory (the capacity to
innovate).
The capacity to make use of the Movement’s identity by
showing its social utility through positioning the marketing
in a precise way that corresponds to a clearly proclaimed
cause.
Scouting as a product
32
3. Solving the image equation
We propose a little maths in order to identify the components
of the image. This demonstration, which can be verified
mathematically, is simply a learning aid.
The equation shows the variables on which we need to
work in order to make the image evolve in a positive way.
We shall examine:
- The elements of the equation.
- The different hypotheses available depending on whether
the image is positive or negative.
- The responsibilities of the different agents of the image.
This equation has four qualitative (not quantitative)
elements: the values, the perceptions of values, Scouting
practice and image.
4. The hypotheses for solving the equation
There are two hypotheses that enable us to solve this
equation:
Hypothesis 1: the image is positiveAs the “Values” element represents a positive constant, if
the image is positive, then the block represented by the
“Perception of values” and “Scouting practice” elements
is also positive.
Hypothesis 2: the image is negativeIf the image is negative, and in view of the fact that the
“Values” element is positive, the “Perception of values”
and “Scouting practice” elements are therefore negative.
The logic of the equation shows that the best way of
changing the image is by working on the two variables of
“perception of values” and “Scouting practice”. Our main
responsibility is therefore connected to:
Behaviour that conforms to the proclaimed values in
such a way that the internal and external perceptions do
not allow any incoherence in the link between message/
image/behaviour.
Innovative Scout practice is based on an organisation’s
product (the Youth Programme), the best sales people
(adult leaders at all levels), and on the governance of an
organisation that aligns its strategy with its vision.
Work on the perception of values internally and externally
is the main task of those in charge of the image
policy. Work on Scout practice is the responsibility of the
departments in charge of programme, adult resources
and the management of the organisation. Cooperation
is needed between all these sectors using a holistic
approach in order to solve the image problem. This is
necessary so as to avoid covering up the situation with
nothing more than fancy graphic artwork.
The equation demonstrates that there is no point
substituting a negative image with a new one that bears
no relationship to reality. Doing so would change the value
system. An example: if the analysis of the image reveals
that the way in which Duty to God is put into practice is
perceived negatively, the solution is not to abandon this
aspect in the Youth Programme, as the risk is that it would
disappear from the system of values. Rather, the solution
would be to make the perception of this aspect more
positive and acceptable.
One can see why analysing the image can bring into
question the institution itself and what it seeks to achieve.
This fear causes a number of blockages in NSOs
that dread being shaken up by reality. This is why any
image strategy needs to be an integral part of an
organisation’s global strategy. We will come back to the
best way of creating a Communications strategy while
minimising risks. And we wish lots of courage to those
who undertake it!
33
5
ConceptsScouting as a product, its image as an asset
The image equation
34
5. Governance & the image of unity
In order to achieve the desire for unity, one needs to
observe what contributes to producing the opposite
effect, as much in terms of practices as in the perceptions
that these practices provoke in the minds of Scout and
non-Scout audiences, essentially at a national level. This
issue concerns the practices that break the unity of the
Movement or which provide the image of a schism in the
Movement’s institutional life. Such a schism is all the more
visible if it is highlighted outside the Movement by public
events. What are these practices?
6. Governance & the constituent elements of image
The involuntary mistake that is usually made is to consider
that the image is simply a matter of appearance. One thus
forgets to link real action with the desired message and
thus to the image obtained. This mistake arises from a lack
of analysis, which does not enable the vitality of the image’s
constituent elements to be verified. The world of Scouting,
which involves a particular imagery, is nonetheless based
on grass-roots action and on behaviour that people
expect to be in conformity with the Movement’s professed
values.
The image equation breaks down the issue of practices in
Scouting into the following areas:
- Governance (internal democracy, youth participation,
intergenerational dialogue)
- Educational Methods (youth programme and activities,
correlation between what is proposed to young people
and what they are asking for)
- Adult Resources (adult leader recruitment and training)
- The capacity of the Scout Movement to keep questioning
itself so as to maintain its capacity for innovation
- The symbolic framework (an extra dimension that is
sometimes felt to be overblown to the extent that it may
not be understood).
To this, one can add an almost esoteric individual and
collective identification to signify belonging. Let us take the
example of a Cub Scout who is a member of a Scout and
Guide national association. His/her shirt may display all of
the following badges:
- Local unit
- Faith
- Province/county
- National emblem
- World Scout emblem
- World Guide emblem
This is a good example of Scout co-branding in the Scout
Movement, i.e., the creation of a confused image through
superposing distinct, complementary (and sometimes
contradictory) identities. The abuse of our badges - which
are signs of recognition – can generate the opposite effect
of what is being sought.
Bad practices which affect the image- Discord within a national federation.
- Supremacy (voluntary or not) of one association over
another within a federation.
- Collusion between an association that is a member of
a national federation and a political party or the existing
power in the country.
- When a political party, religious movement, etc., uses
the Movement (association and/or federation) as an
instrument to achieve its own ends.
- Highlighting Scouting as a movement of veteran Scouts,
thus supplanting the image of a youth movement.
- A lack of internal democracy that prevents young
people from expressing themselves or from holding
decision-making positions.
- An institutional blockage that leads to an ageing
leadership and a disconnection with the Movement’s
target audience, i.e., young people.
- Institutional blockages and a lack of reflection on
sociological matters (and thus on marketing), leading to
dissidence.
- A misunderstanding or misuse of the notion of power.
The refusal to implement policies supporting new
practices (for example: Child Protection,…)
35
The construction of the imageThe Association des Scouts et Guides Pluralistes de
Belgique has listed 16 component elements of its
image:
- the image that is communicated to the media;
- the image that the media (beyond us) convey
concerning us (e.g. when accidents occur, etc.);
- the language and tone used in our communications;
- the image conveyed by “fake” Scouts;
- the attitudes of our members: in the street, towards
public authorities, etc.;
- the Scout uniform, badges;
- local Scout premises;
- young people doing activities, during summer camps,
in the train, etc.;
- the Scout magazine;
- federal and unit publications;
- acronyms, logos, writing paper, letterheads, etc.;
- calendar;
- what happens in the field (e.g. year-round activities
or not, etc.);
- contact with parents;
- Internet sites and procedures;
- real estate associated with the Association.
7. Governance, growth & development
The third constant factor that we have observed during
debates with NSOs concerns the established connection
between image, growth and development. Everyone has
agreed with this fact for years, yet it seems strange that
the issue of an image policy and a marketing strategy has
not been given greater importance in terms of governance
in the majority of NSOs through establishing volunteer or
professional positions that would enable this problem to
be solved and through the permanent integration of a
Communications and/or Brand strategy within national
strategies.
The disruption in the sequence { Behaviour + actions >
Message > Image } has a direct influence on the elements
that are vital for Scouting today:
- A negative impact on the youth audience that does not
understand what the use of Scouting is.
- A brand health situation which is weak, which means that
it is not recognised from one country to another by those
who would like to join it or be associated with it.
- A negative impact in terms of global marketing through
the refusal of partners to associate themselves with the
Movement.
- Inadequate questioning by the media that can publicly
divulge the paradoxes that the Scout Movement
experiences.
8. Daring to make the necessary changes
As we have already said, in terms of marketing, the cause
that Scouts defend needs to be clear in order to facilitate
adherence. The cause needs a good product (the
programme) and good sales people (adult volunteers and
young people).
To promote their cause, BP’s heirs need to tackle both
revision and reform work. Revision involves updating
Scouting’s programmes, based on its fundamental
principles and taking into account changes in society
related to those values and the social impact sought.
Reform involves changes and improvements in structures
and governance so as to respond to current challenges.
The table on the following page examines three important
elements in terms of marketing (positioning), perceptions
(credibility and understanding) and image (visibility) from
the perspective of revision and reform.
5
ConceptsScouting as a product, its image as an asset
36
Revision & reform to build a better image
The image equation has enabled us to analyse the
various elements that shape the image and the above
table demonstrates what we can envisage in terms of
revision and reform. The second part of this book deals
with “branding strategy”. First, we will be looking at how we
can bring an organisation’s leadership – and in broader
terms, the Movement – to become aware of problems.
This is because, after a brief analysis and overview of the
equation issue, if we realise that there is a discrepancy
between the fundamental principles and practices, and
incoherence between image and values, then the choice
of reform becomes radical. Making the decision to reform
is a prerequisite to any aspiration of development and
growth. In Chapter 7, we will look at how to develop a
strategy for reform. But, in conclusion to this first part on
concepts, we should point out that the time needed for
reform can be long because it touches upon sensitive and
fundamental issues that can be cultural taboos, as we saw
in the chapter on identity. Do not lose patience. We know
what we are talking about as it took nearly seven years to
test and follow up on the project that we are presenting to
you now and to see the first tangible results.
37
Exploring...
To learn more•Read WOSM’s Constitution, which is a fundamental text of the
Movement (available on scout.org).
•BecomefamiliarwiththetextofWorldScouting’sMission
(available on scout.org).
•Examine the definition of the words “Scout” and “Scouting”
in dictionaries. Are you satisfied with the definitions? If not, send
documentation to the editors.
•Establish a list of scientific research that could be of strategic
importance to you: history, educational science, political science,
youth legislation, etc. Imagine how you could undertake research
through students and universities.
Questions•WhatistheuseofScouting?Organiseadebateoraroundtableon
the subject. It will help you to find ideas on how to ensure the social
positioning of the Movement in your country.
•If you visit Westminster Abbey in London, you will find a plaque
commemorating Robert Baden-Powell. Do you know whether any
streets, squares or buildings bear the Founder’s name in your
city?
Books•Baden-Powell,founderoftheScoutMovement.TimJeal,
Yale University Press, August 2001.
On the web•Baden-Powell’sworks:scout.org/baden-powell
•WorldScouting'sbrandanditstrademarks:scout.org/brand
•TheWorldScoutShopbookstore:
- worldscoutshop.org
- scout-store.com
Keywords See the keywords concerning this chapter in the index on page 140.
They will help you with Internet research.
5
ConceptsScouting as a product, its image as an asset
Part 2: The Brand Strategy
chapter 6 Why a strategy? 40 Giving meaning to your communication. Making use of theory & methodology.
What do we want to achieve?. Adding a political dimension.
Part of a global strategy.
chapter 7 Conceiving a strategic plan 44 Who is behind the strategic plan ? Examining strengths & weaknesses.
Supporting change. Powerful themes.
The form & content of a strategic plan. World Scouting's key messages.
Understanding what we are doing. Communications axes.
Using the situation analysis as a starting point. Adapting messages.
The Vision of the Organization. A chain reaction.
Identifying priorities. Taking one’s time.
Determining targets. Choosing the means of communication.
Formulating communications objectives.
chapter 8 The elements of corporate communications 76 Communication & communications in Scouting. Means & tools of communications.
Corporate communications. The Internet: the medium that recreated
Emblems & symbols. the communications system.
The Scout uniform & flags. Events & ceremonies.
Image Policy & corporate image. Crisis communication.
chapter 9 Working with the media 90 Getting to know the media. Public relations for an event.
Understanding the media. Photos & video.
Talking to the media. Make the most of relations via Internet.
Catching the media’s attention.
chapter 10 Internal communications 100 Communication that supports management. Scout magazines.
chapter 11 The Partnerships Strategy 102 Scouting’s partners. Lobbying & Institutional Relationships.
The Scout Movement & civil society. Representing the Movement externally.
Sharing Scouting’s values with others.
chapter 12 The Resource Mobilisation Strategy 110 Prerequisites for success. Merchandising & Scout shops.
Promoting the cause of the Scout Movement. Fundraising: using partnerships.
Strategic options. Creating & leading projects.
Branding & Brand management. Donation campaigns.
Marketing & corporate image. Taking an interest in one’s heritage.
40
chapter 6
n Seneca said that there is no favourable wind for a ship
that does not know which port it is seeking to reach.
Consequently, for any constituted body, the decision to
address its audiences and undertake any communication
action presupposes having a goal and having previously
established a strategy in order to reach the intended
“destination”.
1. Giving meaning to your communication
A Communications Strategy enables you to make your
presentation to different target audiences concerning a
particular proposed event, action or service coherent,
relevant and effective.
The Communications Strategy should enable you to
reach your goals, organise what you want to convey,
rationalise your messages, promote and give value to the
image, actions, services or products proposed. It gives
meaning, and all the more so as communication will be
based on values.
Internally, Communications will constitute a tool that
supports the cohesion of the organisation and, for example,
will support the Adult Resources Policy. Externally, it will be
considered as a tool to support development.
Why a strategy?
A methodological approachAn NSO cannot have an External Relations Policy without
a plan that describes it and enables it to be implemented.
This chapter will help you to use this methodological
approach.
We propose that you consider the following proposals
one by one and then use the ten steps of Scout.Boom.Comm (described in the second part of this manual) to
help you to consider the content of your future strategic
plan in more depth.
The need to communicate and improve the image can be felt
more and more. Recent work on development shows that one
of the causes of the decline in membership of organisations is
the lack of an image (or the lack of a clear image).
Four main elements explain why NSOs are often behind
with External Relations and Communications.1:
- the lack of a theoretical framework;
- making the mistake of starting by establishing the means
before the goals;
- considering communications to be a secondary activity
that only serves management;
- a difficulty in long-term thinking, which reduces planning
to the short-term.
416
The Brand StrategyWhy a strategy?
2. What do we want to achieve?
This diagram, which we will meet again in the chapter
entitled “Preparing & conceiving a strategic plan”, offers
a vertical view concerning the hierarchy of the various
elements of the Communications Strategy:
- it places analysis as a sine qua non element in the
development of the plan;
- it situates values and goals as what we ultimately want
to share with identified targets (we already mentioned
in the chapter on image that values are part of the
organisation’s capital);
- it brings the organisation’s strategic objectives to the
fore;
- it requires setting clear communications objectives;
- it shows that one cannot devise a plan based solely on
means;
- it requires describing the means and tools of
communications;
- it requires identifying targets (the audience) and
positioning the various elements so as to share the
values and goals of the organisation with a particular
audience.
One element is missing here, namely messages. These
will be presented in Chapter 7. As we will see, they
depend on the communications axes and the targets.
These messages will result from the general objectives of
the Communications strategic plan (page 62).
TerminologyHere is the way in which we will be using the following
terms:
Communications StrategyAll of the coordinated action resulting from a strategic
vision, based on clearly identified communications
priorities and objectives.
Communications strategic planA detailed project that enables a Communications Strategy
to be implemented during a specified period of time.
Communications PolicyA way of taking action in terms of communications.
Image PolicyA way of taking action in terms of image.
The Brand promise
42
3. Part of a global strategy
There can be no External Relations and Communications
Policy, nor an Image Policy worthy of the name, without a
strategic plan that is integrated into the global strategic
plan of the organisation.
An integrated planFirst of all, this presupposes that the NSO already has its
own global strategic plan, including, for example:
- a part on the Youth Programme (content and activities);
- a part on Adult Resources (recruitment, support,
training);
- a part on Communications;
- a part on Partnerships;
- a part on Financial Resources, etc.;
- a budget for the period of the plan;
- an implementation timeline for the selected period.
A strategic choiceEstablishing an External Relations and Communications
plan (which we shall simply refer to as a Communications
plan) must be a strategic choice aimed at, for example:
- promoting a new Image Policy;
- strengthening partnerships;
- supporting a Fundraising Policy.
Parallel consequencesHowever, it can also:
- reveal the absence of vision concerning the other strate-
gic areas of the organisation;
- bring into question the organisation as a whole, if it does
not correspond to the expectations and needs of its
members and, more broadly, the needs of young
people and society in general.
4. Making use of theory & methodology
The contribution of theoryWhatever the strategic plan, it cannot be haphazard
– it requires an analysis and expert contributions to
nourish reflection and the methodological approach. The
theoretical approach enables us to return to basics, in
other words – as we said in the introduction – to values, to
the basis of the Organization’s identity and to its practices.
As we know, the image is simply the outcome of the
equation, somewhere between perceptions and Scouting
practices. These elements are part of Communications,
but also of the Youth Programme, Adult Resources, etc.
We need to plan, evaluate and stimulate transformation
by working with perceptions and practices. During the
period between the analysis and defining the plan, the
Organization needs to have established its conception of
External Relations and Communications.
A methodological approachThe diagram on the next page shows the possible process
of developing a global strategy for an NSO. This diagram
illustrates how, during the strategic planning process, to
take into account:
- the level of understanding of the values and the
Mission;
- the necessary vision for any development drive;
- the identification and analysis of the situation;
- the definition of strategic priorities;
- the definition of strategic objectives;
- the preparation of an action plan.
Concerning the preparation of a Communications strategic
plan, we will be using the simplified diagram on the
preceding page (which we will examine in greater detail in
the next chapter).
The World Scout Committee is the main political body that guides the Movement between World Scout Conferences.
43
16
The Brand StrategyWhy a strategy?
This diagram shows a passive conception of
Communications that exclusively supports management.
We prefer a more active conception as expressed in the
second diagram:
The Communications plan is therefore integrated into the
framework provided by the general strategic plan, while
enriching and expanding it.
It is therefore necessary to integrate the analysis, then the
preparation and implementation process of the strategy,
into the global strategic process. This enables us to move
from a passive conceptual approach to an active one.
5. Adding a political dimension
What’s a plan? According to the dictionary, it is a “detailed
project, comprising a series of steps and means, aimed
at reaching a goal” 2.
This definition of a plan illustrates that it has an overt
political dimension as it concerns “reaching a goal”,
which in itself has a political dimension. Creating a plan
therefore involves a political choice and direction.
Thus, the Communications plan needs to be integrated
into the organisation’s general strategic plan in order to
launch a growth and development drive.
An active conceptionIt is also because the directions of work in a Communications
plan are eminently political that organisations should not
consider External Relations and Communications as an
add-on, nor as a secondary issue that can be developed
later, but as part of the global strategic plan, which helps
to structure what we want to say and show internally and
externally.
This Communications Strategy cannot be developed and
implemented separately from (or outside of) the global
strategy, otherwise we risk blocking its development,
moving away from it or changing its nature.
1 Thierry Libaert, Le plan de communication, Dunod, 2001.2 Dictionary: “Le nouveau petit Robert”..
To learn more about strategyThe following chapter invites you to discover the steps
in preparing and conceiving a strategic Communications
plan:
1. Using the results of the situation analysis as a starting
point
2. A vision of the organisation’s future
3. Identifying priorities
4. Determining targets
5. Formulating communications objectives
6. Choosing powerful themes
7. Creating communications axes
8. Adapting messages
9. Taking your time
10. Choosing the means of communications
01The steps will be indicated like this
44
chapter 7
n Now we shall broach the most creative part of the plan: that of preparing
and conceiving objectives and communications axes, determining targets and
adapting messages.
As it is the most creative aspect, work in this area is certainly the most motivating.
However, yet again, it requires the prior work on analysis that we examined in the
previous chapter.
Let us have another look at the now familiar diagram.
We are going to pull it apart and then rebuild it. Starting from the principle that we
need to know whom we are addressing in order to know what to say, we shall
first of all consider the targets (the audience) before moving to objectives, then to
communications axes, and finally to the messages.
Conceiving a strategic plan
45
1. Who is behind the strategic plan ?
The Communications plan can be envisaged in different ways depending on who
had the initial idea. Knowing from the start whether there is support for the plan and
whether it responds to a formal request from the highest level of the organisation
will help to prepare it and will especially help it to be accepted. Conversely, if it
only originated from the head of Communications in a context in which there is
no transversal approach to the fields of activity, it would be better not to initiate an
excessively ambitious process, as it could quickly be rejected.
This second solution would be all the more hazardous if the head of Communications
were a volunteer, without enough time to convince others and to prepare the
strategy discussion paper that launches the process.
Transcending internal power strugglesLife in an organisation is such that competition between services and departments
can kill all hopes of launching the preparation process of a Communications plan,
as the person in charge will soon appear to be too ambitious and close to power.
Image is politics! By being caught in a competition between individuals, the real
issue concerning image will be lost - and this can only accelerate the organisation’s
decline. One can also understand why any drive in the area of image can cause a
blocked, conservative structure to teeter on the brink.
First of all, a strategy of alliesThe best situation is when we can obtain the green light from the organisation’s
leadership (even better from the sovereign body, e.g. the general assembly).
The first task to accomplish is therefore to build a strategy of allies within the
organisation in order to get the idea of the plan accepted.
2. Supporting change
Three structures or levels can launch the project:
- the organisation’s leadership, in order to integrate it into the global strategy or to
respond to a crisis or an emergency;
- the Communications department;
- the general assembly or a representative body of its members.
The organisation’s leadershipThe advantage of a project launched solely by management is that Communications
will be permanently integrated into the organisation’s global strategy. However, there
is an evident risk that Communications will simply serve management. Worse, the
means of communication could be “confiscated” to serve management.
7
The Brand StrategyConceiving a strategic plan
46
The Communications departmentAn initiative launched exclusively by the Communications department will, in theory,
guarantee a professional approach, but it could be regarded with suspicion by the
other departments, as we already mentioned.
The general assemblyFinally, one could imagine that the general assembly, or a representative body of its
members, could call for the establishment of a strategic plan concerning External
Relations, Communications and Image. In a way, this is what the World Scout
Conference did in July 2002 when it adopted “Scouting’s Profile”, proposed by the
World Scout Committee and the World Scout Bureau.
The general assembly’s vote in favour confirmed the obligation to implement it,
and requested the means to do so.
A mixed solutionThe best solution consists of finding a synergy between:
- the organisation’s leadership in order to integrate the Communications plan into
the organisation’s strategic plan;
- the Communications department, which will provide professional, methodological
and technical expertise;
- the sovereign decision-making body, which will ensure acceptance, greater
awareness and ownership of the plan (intentions, content, programme) at all
levels of the organisation.
Opting for a participatory processA participatory process that creates internal mobilisation can enrich the ten steps
that we suggest. This participatory process, which implies a truly democratic
structure, can include, for example, research groups, age-grouped panels, etc.
It needs to try to ensure that the members of the organisation are appropriately
represented.
This means, for example, avoid-
ing an over-representation of
adults and leaders. Do not forget
that every Scout is a vector of
communication. This type of
collective and cooperative exercise
can generate an exceptional
form of creativity. It can also be
a training opportunity to learn
more about issues surrounding
Image, External Relations and
Communications.
Dialogue and active listening are at the heart of life in Scouting. All activities start by listening to the needs and wishes of the group. Asia-Pacific Regional Communications Forum, Macau, November 2006.
477
The Brand StrategyConceiving a strategic plan
Internal mobilisationAccepting a plan implies accepting the principle of the plan, but also its content,
i.e. what it will change. For example, if one of the effects will be to change the logo
and the uniform, it is important to ensure that there is no major reticence towards
changing them.
The general internal debate that can be organised at all levels of the organisation will
help to develop greater awareness and mobilisation. Without greater awareness,
change is not possible, as the members will either be rebellious or “yes-men”. In
the first case, they will not accept the idea of a plan, and in the second, they will
apply it indiscriminately.
Individual and collective awareness of the need to change will create mobilisation.
Freedom of speech will be essential. The participatory process needs to be
experienced as a true promotional campaign within the organisation, so that
each member will become aware of the main elements of the plan and of what
will change. It will help the members to buy into the plan and stimulate their
contribution.
We can therefore conclude that an External Relations Strategy cannot be politically
or operationally divorced from the democratic life of an organisation.
3. The form & content of a strategic plan
The five W’sThere is no single model for preparing a Communications plan. On the other hand,
a single approach is predominant, based on Harold Lasswell’s five W’s 1: “Who
says what, in what channel, to whom, with what effects?”.
This approach enables the different planning steps to be prepared, as defined by
John Middleton 2:
- analysing the problems;
- evaluating all possible solutions;
- choosing the best solution;
- setting objectives;
- planning how to apply them;
- evaluating.
The World Scout Conference guides the large strategic choices of World Scouting. These decisions are then implemented at Regional and National levels.
1 Harold Lasswell, “The Language of Politics” (1949).
2 John Middleton, “Approche de la planification de la communication”, UNESCO Publishing, 1987 (out of print).
48
This table is a basic outline of a Communications strategic plan. The “five Ws”
not only provide the basic content of communications tools, but also offer the
foundation for defining communications objectives and subsequent action: “What
do we want to achieve? What will the result be?” And this is strategy!
Most Communications plans are developed using the following methodological
tools. They are simple and help to prevent those in charge from making their
research too complicated. By starting with identifying strengths and weaknesses,
the following table offers the analytical foundation for preparing a Communications
plan, onto which other aspects get added, such as budget, targets, means, field
testing.
Strengths Communications Targets Means Evaluation & weaknesses objectives indicators Internal External
Who? - Who should express him/herself in the organisation?
Says what? - What is the content of the message?
To whom? - Whom does this communication target?
How? - Through which channel should it be communicated?
With what effects? - What are the consequences of this communication?
Where? - What is the geographical area covered by this
communication?
When? - When should it be communicated?
Why? - What is the objective of this communication?
For what results? - What is the relationship with the values of the
organisation?
Let us go back to the five Ws. This
formula, which Harold Lasswell
invented for American election
campaigns, can have many uses:
press releases, press packs, etc. We
will come back to this in Chapter 9
(page 95).
We need to add three other questions
to this formula:
- Where?
- When?
- Why? Welcoming the Egyptian Minister for Youth and Sports, Arab Regional Communications Forum, Cairo,
December 2006.
49
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The Brand StrategyConceiving a strategic plan
A division approachThis approach consists of preparing the plan by summarising the contribution
of the organisation’s various divisions, e.g. the various territorial levels (local,
regional, etc.) and age sections. This stimulates internal mobilisation at all levels
and generates a participatory approach. The analysis exercise stimulates the
development of collective awareness of the issues and alternatives facing the
organisation.
By territorial level
The next step is to consolidate the results of this exercise in a matrix in terms of
geographical areas and age sections. This will help to clarify directions of work for
the future plan.
It is slow and hard work to involve all the territorial levels. However, it can be very
beneficial if there are enough material and human resources to carry it out.
An objectives approach will appear more functional. Nonetheless, combining both
the division and objectives approaches will make your plan stronger.
By age section
Field of activity Local Régional National
Public Relations
Lobbying
Events
Field of activity Cub Scouts Scouts Venture Scouts Rovers
Public relations
Lobbying
Events
Teamwork enriches the strategic vision. French-speaking Africa Regional Communications Forum, Ouagadougou, April 2008.
See in this chapter, p. 68§ 13: Communications axes
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An objectives approachAn objectives approach is certainly more systemic. It enables each objective to be
broken down into components in response to the elements of the issues identified
through the analysis. Equally, each objective will have a corresponding list of the
action to be taken, the means, and a detailed implementation schedule.
A few principles concerning objectivesThere are a certain number of principles that enable the choice of objectives to be
the least subjective possible. An objective must:
- be clearly linked to implementing a priority;
- be hierarchically ordered in terms of the priorities established;
- be realistic, taking into account all the constraints related to its implementation;
- be measurable, which, when based on previously established indicators,
will enable its implementation to be evaluated with precision;
- be understandable to everyone involved in its implementation.
Each objective needs:- to be expressed in realistic and precise terms;
- a list of what needs to be done in order to achieve it;
- a list of human resources and the human, and material and financial means
required;
- an action plan (including an implementation schedule).
Training is a crucial stage in starting work on the strategy. Stimulating group dynamics
puts the visions of all the protagonists in perspective on how to improve the image.
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The first question (that was forgotten) was: “Whom are we addressing?” This is
the question of target audiences. “Were they identified?” You cannot send out a
message if you do not know to whom you are sending it. This is why we should
always take care to adapt the means of communication and the tools to the
predetermined target audiences.
There are more questions, e.g. “What should we say?” Remember the saying:
“If what you’ve got to say has no advantage over remaining silent, then shut up!”
and think whether the press conference and release were really necessary. If so,
4. Understanding what we are doing
What do we want to do?According to Scout.Boom.Comm ’s methodological approach, the three dimensions
of the Strategic Priority “Scouting’s Profile” cannot be dissociated. This is why the
definition of the general objectives of the Communications plan needs to take
into account the interdependence between these three different areas, so as to
optimise how they connect together and enrich each other.
The story of a methodVery often, organisations start their communications work by using traditional tools
and means. The story is always fairly similar. Top management calls the person in
charge of Public Relations to say: “I’m doing a press conference, please prepare
it and draft a press release!”
The person in charge of Public Relations drafts the press release and organises
the press conference. He/she might even prepare a whole press pack. He/she
is thus using communications means and tools. A few journalists will show up.
There will be a few articles in the press. Top management will be satisfied, but is
this enough?
52
Using the communication objectives as a basis, the means and tools need to be
placed in the communication streams. Doing so will break down the objectives
into parts and so create coherence in terms of streams/message/targets. Thus
the message will hit its desired target, and be driven by a precise communications
axis.
the message to be delivered is not only connected to the identified target
audiences, but also to the pre-established communications objectives. But do
they exist?
Speaking in the name of the Scout Movement requires a sound knowledge of its
messages and being able to clearly identify its audiences.
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However, it is especially a matter of integrating the message expressed during the
press conference and in the press release into a more global strategy, which could
be, for example, the growth and development of the organisation (this is the case
presented in the box below). We have already pointed out that any action related to
communications (or partnerships, or a search for new sources of funds) must be
based on the organisation’s global strategy and be included in the strategic plan
for Communications or External Relations.
However, this neat little strategic framework would serve no purpose unless there
is something essential to share with the target audiences: the Movement’s values
and, especially, how those values are put into practice. This brings us back to the
initial diagram that we have now reconstructed. Just as we do not communicate
communications, we do not communicate objectives or means of communication,
but rather information, feelings, emotions: the very real and simple life of the
Movement.
Eveline Herfkens, the Executive Coordinator of the United Nations Millennium Campaign is given a warm welcome at the Centenary World Scout Jamboree by Eduardo Missoni, then Secretary General and Johan Ekmann, a youth adviser to the World Scout Committee. In April 2005, the Scout Movement committed itself to promoting the Millennium Development Goals.
Moba: a convincing situation analysisIn February 2002, the European Scout Region launched a new project in three
Balkan countries entitled the Moba project. The French government provided
Euro 260,000 in financial support for a three-year period, within the framework of
France’s overseas cooperation programme within the Stability Pact for South-East
Europe.
What convinced the French Ministry of Foreign Affairs to finance such a project? It
was just as much due to an accurate analysis of the situation as to the proposed
objectives for development: the analysis examined social trends in the countries of
the former Yugoslavia and the capacity of the Scout Movement to respond to the
needs and to create local partnerships to implement the project.
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A Communications plan must first of all be able to convey the essentials – in a
literal sense, i.e. values, which, after all, are universal. In order to so, we shall now
return to the various steps in the process of preparing and conceiving the strategic
approach.
5. Using the situation analysis as a starting point
Conducting an analysis is the first step in preparing a Communications plan. This
initial phase is often treated lightly under the pretext that it is the objectives that are
essential. It is the results of the situation analysis that will provide a snapshot of the
context and the environment of the Movement in a given place.
The starting point for any initiatives aimed at change within a Communications
strategic plan is the unique situation described in the analysis report. The situation
thus serves as a reference when defining priorities and writing objectives.
A global approachPreparing a Communications plan (which needs to be an integrated part of the
organisation’s global strategy) implies that the situation analysis must also be
global in nature. Of course, this does not exclude a more specific analysis of
various sectors, such as image.
01
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While covering the totality of the organisation’s operations, this global analysis
should not go into details – doing so could drown the main trends, strengths and
weaknesses.
Back to values, fundamental principles & the MissionThe foundation for developing a strategic plan must be the ultimate “raison d’être”
for which the organisation was created. In effect, the work of defining and selecting
priorities needs to be based on their relationship to the organisation’s goals, its
guiding principles and its mission.
The analysis will show the degree to which actual action will match intentions. The
question “How does our image reflect our Mission through our actions?” now takes
on its full meaning.
An analysis of the organisation’s current situationThe analysis needs to measure several previously identified areas:
- membership variations;
- Youth Programme, including activities;
- facts concerning Adult Resources;
- professional services;
- structure management;
- public relations;
- internal communications;
- partnerships;
- budget structure and financial resources.
The analysis report- describes the context and environment in which the NSO operates;
- points out the NSO’s strengths and weaknesses;
- draws conclusions;
- outlines indicators of change;
- is a tool for development and growth.
See Introduction, p. 9§ 2: collective awareness
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Identifying external trendsAn organisation does not live in a world of its own. Scouting aims to contribute to
the personal development of young people as members of a community. Thus, an
understanding of the society in which the NSO operates is an important element
when considering future directions of work.
By becoming more conscious of the problems affecting society, as well as of the
opportunities that society offers, an organisation will be better able to set priorities
and to make decisions by building on the positive aspects and by contributing
to solving social problems. By integrating the elements and factors that are likely
to influence the future early enough, the organisation can give itself the means to
manage that future more successfully.
Identifying external trends will help to select priorities that will place the organisation
in a social field in which it can find new partnerships. These priorities may be
shared by other institutions that may be able to provide new resources for the
organisation.
Communication PolicyConducting an analysis prior to the establishment of a Communications plan
enables the organisation to:
- examine the situation in terms of its multidisciplinary aspects (cultural,
economic, social, etc.);
- adapt the general diagnosis identified in the global strategy;
- support communications within the organisation and externally;
- take an interest in monitoring public opinion and the competition sector
(differentiating elements), and how communications functions internally and
externally (flow, messages, support system).
Measuring the image Image is at the centre of an organisation’s communications system. As we
know, it represents the organisation’s identity. We cannot, therefore, start to
work on measuring the image if we have not previously gathered results to draw
conclusions about the organisation’s identity.
Getting back to values, fundamental principles and the Mission will help.
However, the analysis should take into consideration everything that concerns the
organisation’s culture, in particular its history.
External trends- demographics;
- economic factors;
- social issues;
- formal and non-formal educational systems;
- values and their evolution.
See Chapter 12, p. 114§ 7: Fundraising: using partnerships
See Chapter 5, p. 34 § 6: Governance &
the constituent elements of image
See Chapter 17, p. 138 § 4: Sector evaluations
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Measuring the competition sectorWithout returning to the subject of the importance of an organisation’s image, it is
important to note the enormous differences in the images of different organisations
working in the same field.
It is therefore important to know whether Scouting has competitors or not, and in
which field:
- education;
- recreation;
- youth clubs;
- sports clubs.
It is also important to know the breadth of the competition’s geographic and
demographic (age section) span.
Analysis method No. 1The analysis can be carried out using different methods or a combination of them.
Here are two for you to consider. The first one is based on the following diagram:
Measuring Scouting’s image involves several questions:- For the organisation, what does a “good” image mean?
- Is there a mismatch between the image and activities?
- How well known is the organisation?
- What kind of public recognition does it enjoy?
- What are the components of this image?
- How are its members represented? (Including the representation of each
gender.)
- How do the internal magazines reflect the Movement’s image?
- Are members proud to wear the uniform? Why?
- Does the organisation have its own photo service?
You can add your own questions until you feel that you have exhausted the subject.
In order to examine these issues in greater depth, simply raise the question “Why?”
at each step.
See Chapter 5, p.30§ 2: An economic stake associated with the brand
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Sondages Opinion polls/barometers: this is based on a quantitative approach. It is
certainly the most expensive method, but it is very effective. It can be integrated into
a Communications campaign to accelerate public awareness of an organisation
or its positioning in an unknown sector, e.g. the social sector. The content of
the survey needs to be conducted according to the classic methods of social
science. Surveys can be conducted internally and externally.
Interviews/group analysis: this is based on a qualitative approach, which seeks to
discover how the image is constructed. It is more likely to reveal aspects such as
values, attitudes and mental blocks. If such an exercise is conducted internally, it
is likely to stimulate internal participatory mobilisation and thus constitute a tool to
strengthen Communications within the organisation.
Semiotics: this method is primarily qualitative and involves detecting value systems
through the use of words that the audience is invited to grade in importance
on a negative-positive scale. This technique is likely to reveal the “sign values”
(symbolic values), mentioned in Chapter 2 (p. 16). Using this method requires
having previously defined the values and the representations that you wish to
communicate through the Communications plan so as to find appropriate words
that describe or evoke them.
Desk research: this method is based on the analysis of documents. Its most
useful function is to conduct a qualitative analysis of press articles about the
organisation. It is important in order to follow the evolution of the image throughout
the implementation of the Communications plan. It is based on what is generally
known as press reviews.
Analysis method No. 2This is a very traditional method of analysis: the SWOT analysis (Strengths,
Weaknesses, Opportunities, Threats).
This method is easy to carry out and it allows for very participatory group work.
However, it is important to be realistic: do not be modest about strengths and
opportunities, and do not over-dramatise the weaknesses and threats.
Let us take the example of a campaign that aims to launch a youth policy at
national level and position the Scout Movement as a leader in this field.
SWOT analysis- Strengths;
- Weaknesses;
- Opportunities;
- Threats.
See Chapter 9, p. 96§4:catchingthemedia'sattention
§ press review
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Strengths- the Ministry of Youth Affairs
appreciates our work in this sector;
- preparatory work has been
carried out with the Youth Council.
Opportunities- working with Parliament to prepare
draft legislation on the subject;
- creating a Scout Parliamentary Club.
WeaknessesLack of awareness of our work/capacity
amongst:
- parliamentarians;
- media;
- adolescents and young adults.
Threats- political youth organisations could
use the work for partisan politics.
Involving external expertsWhether you choose the first or the second method, external involvement can help
you with your analysis.
First, you may wish to choose a moderator or a facilitator, who can help to
reduce the subjectivity of a group that is composed solely of members of the
organisation.
You may then decide to invite experts to help you with subjects that you find
difficult to deal with. These experts need to be specialists: professionals
in Communications, Public Relations, Marketing, perhaps even academics. You
could also entrust the analysis to members of the organisation, e.g. students
who need to conduct research for a degree in External Relations.
Setting indicatorsWhen preparing strategic priorities and a plan, it is important to set indicators. They
can be of two kinds:
- indicators of change;
- indicators of success.
In the evaluation phase, change indicators will enable you to measure whether the
changes have taken place and how.
Success indicators will enable you to measure the degree to which the intended
changes have taken place.
These indicators are very often set at the time of defining the objectives. They can
also be set at the end of the analysis presentation, at the point where you draw
conclusions. Clearly, you will need to refer back to them during the evaluation.
See Chapter 17, p. 136§1: Using pre-determined indicators
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6. The vision of the organisation
Based on all the information you have gathered concerning the organisation and
the world around it, you now need to develop a dynamic vision of the organisation,
by bringing to the fore all the essential elements that will make it an organisation
that is more important, better managed and – for the head of Communications –
better accepted, better understood and perceived in a better light.
ExampleIn terms of communications, the vision might be: “To ensure a high-quality image
of an organisation that is modern and rooted in its values, but which responds
to current needs, is able to accept new elements and is prepared to respond to
changes in society”.
7. Identifying priorities
There are a number of decisions to be taken, based on the vision of what the
organisation should become in the following three to five years. Resources in
terms of time, people (volunteers and professionals) and finances are necessarily
limited.
The Communications Policy could help to identify new financial resources or recruit
new executives. As mentioned earlier, image is an asset to help the organisation
to develop.
Going back to the vision, we could imagine the following three priorities:
Communications
Projecting the image
of a movement that
responds to the needs
and expectations of
young people and that
adapts to a changing
society.
Partnerships
Ensuring that Scouting
is identified as a non-
governmental organisation
working in such sectors as
education, youth policies,
equal opportunities, the
environment, international
cooperation, sustainable
development, etc.
Resources
Finding new
resources (both
material and financial)
through partners
who share the
same values and
interests as the Scout
Movement.
Communications objectives are then developed from these priorities in order
to better communicate what Scouting is about, and need to be adapted to
the various target audiences so that the audiences will be more aware of what
Scouting does.
02
03
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The first step is to start with the precise formulation of the request made by the
organisation so as to define a specific strategy for every action undertaken, using
simple methodology.
8. Determining targets
Lasswell’s “to whom” question helps to determine the target audiences. Whether
you are organising an event, an advertising campaign, launching a magazine,
establishing partnerships around a particular subject, etc., it is crucial to ask
yourselves: “Whom are we addressing?”.
Determining targets requires taking close account of the context and the
environment in which the organisation operates at a particular point in time and
in light of a particular situation. They are contained in the analysis report of the
relationship context (see p.105).
Reaching a target means influencing it, making it react. Any action that Scouting
takes can concern a wide variety of target audiences and none should be ignored.
Precise target audiences need to be defined for each and every action. The list of
targets can be vast in the sense that the targets cover all youth activities and the
whole range of the organisation’s competencies.
04
Existing localgroups
Newaudiences
Particularage group
main target
bull's eye
secondary target
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The targets will be different kinds of audiences, e.g. institutional targets, the
Movement’s traditional interlocutors (associations and institutions), specific
individuals, people working with youth (teachers, parents, families, educators,
etc.), opinion leaders, young people themselves (members and non-members),
the public at large, journalists, and so on.
9. Formulating communications objectives
Communications objectives need to be defined in the light of three questions:
- How can we reach the targets that we have defined?
- How can we express the NSO’s strategic objectives through the various
communications objectives?
- How should we respond to the conclusions of the analysis?
A few tipsDefining a strategy implies defining communications objectives that convey an
image and strengthen what we have already achieved. Careful! We are talking
about determining objectives and not the means! You therefore need to define
measurable objectives (which may be more or less ambitious), that are in line with
requests and expectations of the organisation and that are relevant to what you
are proposing to do.
05
UNICEF, a natural partner for the Scout Movement, working to improve life for children and youth. World
Scout Jamboree, Thailand, January 2003.
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Here we draw on an example of two main groups of communications objectives
that may help you to define your own. These were the external communications
objectives that were created for the Peace Cruise. The first group concerned
values, and the second concerned the Movement itself.
Examples of communications objectives related to values- To create awareness of, and promote, Scouting’s values.
- To act on public opinion so that it recognises the values that Scouts put into
practice.
- To create greater public adherence to the values that Scouts put into practice.
- To affirm Scouting’s values by fighting against nationalism, racism, prejudice and
all forms of fundamentalism.
- To influence the perceptions of young people and other target audiences
through demonstrating that young people are capable of undertaking action.
Examples of communications objectives related to Scout activities- To make the Scout Movement and the Scouts themselves valued by public
opinion in general.
- To make the Scout Movement and the Scouts themselves valued by public
opinion amongst young people;
Examples: Communications, Partnerships, ResourcesExample 1:LetusimaginethatastrategicobjectiveofanNSOwastoreachmoreyoung people aged 12-14 through proposing a new educational programme. Their
target audience would logically be this age group. The NSO may then choose a
communications objective, formulated along the following lines: “To implement
a promotional campaign directed towards young people aged 12-14 and their
families, through the family and youth press”.
Example 2:Letusimaginethatthesameorganisationdecidestolaunchanationalevent to attract the attention of young people in this age group. The communications
objective could be something like: “To organise a national competition directed
towards secondary schools, for a period of 6 months, in partnership with the
Ministry of Education on the theme of children’s rights”. Through the way in
which the objective is formulated, a new dimension has been added, namely
partnerships.
Example 3: The same NSO decides to organise a campaign in order to reach
underprivileged young people aged 12-14. The communications objective could be:
“To establish an awareness-raising campaign, in partnership with UNICEF, in order to
provide underprivileged young people aged 12-14 access to educational activities.
To make use of this campaign to ensure the co-financing of the activities”.
Here, we have not only touched upon communications, but also partnerships
(through including UNICEF), resources (through seeking to raise the funds needed
to offer the activities to these young people). It also includes the world Strategic
Priority of “Reaching Out”.
64
- To demonstrate that the institution is a movement, that it can take initiative and
is modern;
- To make the Scout Movement appear synonymous with young people’s
dreams, the use of imagination and creativity, and opportunities for personal
adventure and initiative;
- To show how the Scout Movement can help with personal development in a
way that promotes openness towards the world and others.
10. Examining strengths & weaknesses
Just as we offered a provocative definition in the chapter on Image (p. 30), here
is a list of known weaknesses. The list of strengths may not come as a surprise
in terms of content, but perhaps in terms of how they can be used. Remember
that we are often the authors of our own caricature, and caricature starts when
the Movement or its representatives are too sure of themselves, perhaps even
arrogant to an extent that makes it impossible to remain open-minded or put into
question anything we do.
06
Weaknesses- The Scout Movement has an image deficit that is especially due to the
complexity of the Movement’s structure.
- The Scout Movement is divided into numerous organisations, which complicates
visibility and identity.
- The Scout Movement is perceived as old-fashioned, in particular when it is associated
with individuals who are themselves considered to be old-fashioned or strange.
- The Scout Movement appears to be elitist.
- The Scout Movement appears to be a closed world. It only invites members to
its activities; it does not invite young people who are not members.
- Scouts often have an image that is strongly associated with the armed forces
and uniforms.
Strengths- The Scout Movement is extremely well known.
- The Scout Movement’s partners have high expectations of what it can achieve.
- The Scout Movement promotes values that young people can identify with: peace,
friendship, democracy, tolerance, team spirit, citizenship, etc.
- The Scout Movement is global and worldwide.
- The Scout Movement is based on the acceptance of diversity.
- The Scout Movement involves making dreams come true and stimulates emotions.
- The activities proposed offer opportunities to travel - either physically or in one’s
imagination.
- Being with other people one’s own age is synonymous with individual and
collective adventure.
- In the Scout Movement, we learn a lot of things that schools do not teach us
- The Scout Movement is the opposite of a sect; it promotes the freedom to learn.
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11. Strong themes
Identifying strengths and weaknesses helps us to perceive the possibilities of key
words. Using the analysis of this identification as a basis, how can one define the
Scout Movement in ways that accentuate the strengths and move away from the
weaknesses?
The search for communications themes will help to express what Scouting does
in new ways. What you say, write or show will be based on a series of simple and
effective messages. You will find the totality of these key words overleaf. Amongst
these key messages, there are the three themes selected for 2005-2008. They
help to offer a variety of simple ways to express what the Movement does and to
present its essential characteristics in words that everyone can understand.
Strengthening social positioning The brand platform was created in 2005 to strengthen the Scout Movement’s
social positioning at international and national levels. It was defined on the basis
of the content of the Strategy for Scouting adopted in stages by previous World
Scout Conferences and of the results of a study on its social impact. It is perfectly
adaptable to a national level.
The Vision, Mission, values and themes presented, are in line with WOSM’s
Constitution and the Strategy for Scouting. This platform is part of the
Communications Strategy presented at the Conference in 2005.
A leading, global youth movement for the 21st century.
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12. World Scouting's key messages
Strengthening the social positioningYou are asked to represent the Movement and you are wondering how to convey
the message: you may need to make a speech, write an article, be interviewed, or
have 30 seconds in which to capture the interest of a potential donor…
Here are some ideas to help with speaking in public. They build on the key
messages that we discussed on the previous page.
It is not enough to simply know these messages. In order to develop Scouting’s
brand image, three elements need to be used in conjunction with each other in a
coherent way in order to be a credible ambassador:
There are questions that one would prefer to avoid. Some annoying questions are
justified due to a lack of knowledge of the Scout Movement’s Mission and to die-
hard prejudices. It is important to always keep a sense of fair play by answering
with valid arguments. If you do not know how to answer, tell the person that you will
contact him or later with a precise response.
The participants of the World Scout Youth Forum practice conveying the Movement’s messages. Everything in Scouting’s educational method aims to prepare young people to become autonomous, engaged and passionate.
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Thus, what we do and the messages we convey will always be coherent, relevant
and have an impact, and will be in line with Scouting’s fundamental values and,
especially, with the concrete action undertaken.
Creating communication streamsLet us take the example of the World Scout Jamboree, using the three themes
mentioned earlier.
The table opposite enables us to create a matrix linking the three themes with
the educational content of the Jamboree, the fundamental elements of Scouting,
possible partners and Scouting’s response to a social issue.
What is a communications axis?A communications axis, like an axis, is a pivot around which we organise events,
convey messages, prepare texts and documents, etc. The stream is active through-
out the period of the project or the organisation of an event (before, during and
after).
0713. Communications axes
A communications axis is the direction that links the theme to the target. It leads
the message.
It is important to define communications axes according to themes, as it is above
all the stream that carries meaning. A particular action or event is a natural vector of
values, which requires developing communications activities linked to a particular
stream in order to be effective and relevant. Establishing the relationship between
themes and targets will enable us to find the means and tools needed to carry out
the objectives.
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This table enables us to:
- break the elements down into all their possible variations in order to illustrate the
theme;
- determine which of Scouting’s essential characteristics link Scouting to the
theme;
- organise taking part in press conferences;
- take advantage of partnerships;
- work out the content of press releases;
- explain to photographers what you want in terms of photographs;
- be precise and concise about the theme, and avoid straying from it;
- demonstrate Scouting’s response to an expectation or a social issue.
14. Adapting messages
The content of the messages is developed by going from the theme to the target
along the selected communications axis.
Let us take the example of the theme of “Emotional and sexual education in
Scouting”. This subject was a particularly sensitive issue at the Jamboree in
Thailand. The international press published contradictory information as a result of
contradictory information emanating from several Thai sources. WOSM thus had to
react quickly by providing official information on its position, which on this particular
occassion, was the issue of condoms.
The target was international public opinion via press agencies. The communications
objective of the message was simple: “Quickly communicate WOSM’s official
position concerning emotional and sexual education”.
08
Educational content
Essential characteristics of Scouting
Partners
Challenges
Peace
How we live
together
The Scout Law
UNESCO
- Conflict
prevention &
management
- Promotion of
peace in conflict
zones
Universal nature
Workshops on
the diversity
of cultures
The international
nature of the
Movement
UNESCO
- Globalisation
and respect
for other
cultures and
civilisations
Reaching out
Workshop on
children’s rights
Article I of
WOSM’s
Constitution
UNICEF
- Youth participation
- Reaching out to
the underprivileged
See Chapter 9, p. 96§4:Catchingthemedia'sattention§ Press Conferences
70
Example of a messageHere is the content of the message that was picked up by the agencies:
“For more than ten years, it has been the policy of the World Organization of the
Scout Movement (WOSM), which is the authority responsible for the World Scout
Jamboree,tohavecondomsfreelyavailableineachhealthcentreoftheeventfor
any participant that makes this request.
The spread of AIDS and other sexually transmitted infections (STIs) has led the
WOSM to coordinate with UNAIDS, UNICEF, the World Health Organization and the
UNFPA to create educational programmes for the emotional and sexual education
of young people. These programmes integrate both the emotional development
of young people, boys and girls, and the prevention of risks related to STIs. The
presence of Scouting in a number of countries particularly affected by STIs has led
these NSOs to include this issue in their educational programmes as well.”
The strategic objective was to show that this subject was indeed an educational
concern for the Movement and to call for action to be implemented. The formulation
of the press release involved stating the Organization’s position, then the social
challenges concerning sexually transmitted diseases, and finally giving credit to
the partners that have enabled WOSM to implement its educational position on this
subject.
Choosing between propaganda & communicationOur priority is the recipient of the message. This is what makes us distinguish
between propaganda and communication. The temptation of propaganda is
contrary to the Movement’s principles of responsibility, autonomy and education. It
can sometimes be an easy reflex to abuse rules and protocol so as to avoid having
to think about what is fundamental, what the educational aspect is, or what possible
response the Movement could undertake to help alleviate social challenges.
The temptation of propaganda reinforces stereotypes and preconceived ideas
because it seeks to provide justification for not bringing ourselves into question.
Propaganda does not respect the audience to whom the message is addressed:
the priority of the message is whatever the sender’s priority may be. Thus, the
sender’s concern is to constantly repeat the message at all costs. All means are
fair game, from brainwashing to all forms of disdain for the target audience of the
message.
It is up to the public to adapt itself to the message and the goal of the sender,
as opposed to the sender adapting to the audience and, at least, adapting the
message.
See Chapter 8, p. 89§ 9: Crisis communication
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The Brand StrategyConceiving a strategic plan
Whereas propaganda simply goes in one direction (e.g. when a message is
beamed outwards by a sender towards a target audience), communication
takes place in a more complex way, but it enables information to travel both ways
between the sender and the addressee via a medium.
First of all, communication involves self-questioning on the part of the sender
(feedback). The sender’s priority is the audience. The role of those responsible
for communication thus becomes a role of mediation between the sender and the
addressee, at a given time and in a given place.
Information and communication work well together naturally, provided that certain
rules are respected. Otherwise, messages that become distorted or misunder-
stood will seriously endanger the goal sought and, more globally, the image of
those sending the message. Working out what the initial message actually was
will be impossible in the chaos. The intention may be laudable, but the result will
be a catastrophe.
Noise is a constraint in transmitting a message
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15. A chain reaction
Between supply & demandOur methodological process situates itself more in the marketing issue of demand
than of supply. It means taking greater interest in the Scout Movement’s target
audiences and taking greater account of their needs and aspirations, as opposed
to frantically pushing a discourse that no one wants to hear.
Respecting valuesRespecting the spirit of the Scout Promise and Law and of the Mission starts with
respecting Scouting’s values. These values are universal, and therefore everything
we do, including in the area of Communications, must be carried out in a way that
respects them.
Propaganda, which does not respect the target, and only satisfies the concerns
of the sender, is not an appropriate means of communication, nor of providing
information in Scouting.
A chain reaction between local & world levelsAs the Scout Movement is a global movement in a globalised world, the local level
has no borders. Local action is identical to world-level action: it functions according
to the same rules and values. The action will have an effect on the whole, whether
it is carried out in Berlin, Rio de Janeiro or Dakar. After all, is the strength of a chain
not measured by the strength of its weakest link?
Any action undertaken in the chain of World Scouting needs to fit into the global
strategy. Each project needs to be naturally coherent with the rest of the chain,
(in principle, consciously) driven in a way that is both bottom-up and top-down
between the “mother” organisation (WOSM) and the NSOs. Together, they can
pursue the same goals.
See Chapter 17, p. 139§ 5: Multiplier effects
A tip for the information managerIn the media, the information manager
collects, selects, deals with and categorises
information according to the particular editorial
or reporting angle of the media in question.
In organisations, the head of Communications
works more like the director of a stage show,
as he/she directs the dialogue between the
sender and the addressee of the information.
He/she has to take into account the sender’s
constraints and be perfectly aware of the
target’s expectations. Thus, Communication
gives meaning to information.
A Communications director can only improvise if trained to talk to the media. Regional Communications Forum, Arab Region, Cairo, November 2006.
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The Brand StrategyConceiving a strategic plan
A good Communications Strategy at local level can fit into a global strategy aimed
at the world level and vice versa – what takes place in The Hague is similar to
what takes place in Athens. The career of a football player in a junior league in
Copenhagen is just as interesting as the career of Zinedine Zidane. A young Czech
basketball player is just as interesting as Michael Jordan!
In effect, to only cite a few examples of European Scouting, any project carried
out in the name of Scouting’s values, irrespective of where it takes place or
whomever it aims to address, naturally fits into the Movement’s global strategy. It
will be all the more stronger and all the more durable through the fact of putting
Scouting’s fundamental elements into practice. Thus, a local project in the poor
housing estates in Brussels, Budapest, Prague or Rome will be just as relevant to
the implementation of the strategy as a European Scouting event in Paris, London
or Warsaw.
Any action undertaken within the chain of World Scouting needs to fit into the global strategy.
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15. Taking one’s time
Such strategies are not developed in a few days. Here is a possible implementation
schedule to help you imagine how you could plan your strategy.
It is just an example to be adapted to your own situation.
16. Choosing the means of communication
What still needs to be done? Lots! And here we come to the means. If you have
folowed all the steps involved in the preparatory and conceptual processes, the
rest will seem easy.
Now we have to choose the means of communication. The first thing to do is
to find a corporate image and to lead the Image Policy along the lines that will
become apparent from the image.
The means and tools will be determined on the basis of the corporate image, and
they will support the Image Policy.
09
10
Period
JanuaryFebruary
MarchAprilMayJuneJuly
August
SeptemberOctober
NovemberDecember
Year 2
Monitor & revise the
projects
Continue with existing
communications
projects & launch new
ones
Year 3
Monitor & revise
projects
Start the evaluation
Continue with projects
Launch a new process
aiming at a new strategic
plan
Year 1
Analyse the situation
Establish the vision
& identify priorities
Formulate objectives
& create communication
streams
Adapt the messages
& select the means
of communication
Launch communications
projects
See Chapter 13, p. 122 & 123
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The Brand StrategyConceiving a strategic plan
Exploring...
To learn more•InOctober2006,thepublicationofthefirstWorldScoutingReport
“Youth, a Force for Development”, aimed to reposition the Movement
and to open the debate both within it and with its partners. This
report illustrates the usefulness of the Scout Movement in addressing
young people’s needs in today’s society. It can be downloaded
from: scout.org
•“Better Scouting for More Young people - Action for Growth”:
a methodological toolkit to help NSOs to implement a growth
and development policy. It can be downloaded from: scout.org.
QuestionsWhat is preventing change in my organisation today? The fear of
change… impatient leaders who fear that it will take too long to
develop a strategy… the lack of skills within the organisation to
respond to the challenges that have been identified? How can you
launch the debate? What if you analysed the situation so as to discuss
clear facts together?
Books•La Communication Marketing, Jean-Marc Décaudin, Editions
Economica, October 1999.
•Argos,approchede lacultured’association,WorldScoutBureau,
2000.
•Public Relations Strategy, Sandra Olivier, The Institute of Public
Relations,London,2001.
On the web•TheResourceCentreonscout.orgofferstoolstohelpleaderswork
on a strategy.
•TheWorldScoutShopbookstore:worldscoutshop.org
Keywords See the keywords concerning this chapter in the index on page 140.
They will help you with Internet research.
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chapter 8
The elements of corporate communications
n Just like all the words that we overuse, the word “communications” is both full
and devoid of meaning. Moreover, the proliferation of mass communication (mass
media) complicates the situation. Communications and information technologies
create the illusion that everything beyond reach is effortlessly accessible from our
armchairs.
Yet, Communication implies social exchange and understanding. Social exchange
expresses the will to meet others and seek proximity. Understanding depends
on language, the choice of words and the meaning attributed to messages.
Communication is therefore a human activity “par excellence”. It encompasses
all possible forms of social exchange and includes the exchange of goods and
the circulation of people. And one of the main assets (“goods”) of Scouting is
image.
1. Communication & communications in Scouting
The word “communication” has several meanings. First of all, it means the act
of communicating with someone else. It also means the act of transmitting
something to someone else. Finally, it means an action aimed at an audience,
undertaken by someone to inform of, or promote, an activity. Communication also
means bringing together two people, things or places.
An attractive presentation is just as important as the choice of messages and images in an
institutional exhibition. World Scientific Congress, Geneva,
November 2007.
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The Brand StrategyThe elements of corporate communications
Scouting is a human activity and, true to the nature of human activity, it therefore
communicates. To follow Habermas’ line of thought, one could suggest that
Scouting uses systems and means of communication to stimulate social
exchange between people, that it is aware of this and thus acts on the basis
of its goals and values.The learning process that results from the personal and
collective development process is itself derived from the Movement's Mission.
Whether Communications is external, internal or institutional, it is more than a
simple technique to support the transmission of information or the promotion of
an activity.
Communications: language, systems & meansThere is a distinction to be made between systems and means of communication.
Systems could be considered as being the totality of means and techniques that
enable the dissemination of messages to a more or less vast and heterogeneous
audience.
In Scouting, the symbols, rituals and traditions, as well as the specific words used,
are elements of its particular language and are difficult to translate into simple
terms.
Scouting’s communication system needs to use means that are based on simple
language that facilitates social exchange and understanding.
Communications: supporting informationCommunications as a system is nothing if there is no information flowing between
the sender and the recipient. In order to communicate, there must therefore be
something to say or show. This is the principle of news – if there is nothing new
to say then nothing is said. In the frenzy of constantly trying to retain the media’s
attention, the risk is to keep talking when there is nothing to say… and thus not
be heard.
A single source of informationA multiplicity of sources is one of the
causes of bad communication. The
analysis will help you to identify them.
Then, you will have to reduce their
number, as information disseminated
by many sources can lead to chaos.
The “Scouts of the World” package offers a set of communications and information tools to promote an educational programme for the eldest age section of Scouting. The package is an example of a media mix and is available from Scoutstore, the official World Scout shop.
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The role of corporate advertising 2- To create public awareness of the organisation.
- To develop its identity and image in the eyes of all the target audiences
concerned.
- To create a favourable climate for its direct and indirect targets.
- To make the organisation more attractive than others, both for external and
internal targets.
2. Corporate communications
Corporate communications is a form of communication in which the object is the
company or the organisation itself. “The objective of corporate communication is
the construction and management of the company’s image. As the expression of
its identity, it must show what it is, what it wants to do, what it knows how to do,
and what it does”1. The nature of corporate communications is more strategic
than marketing, even though its implementation requires the use of marketing
tools. This is why corporate communications must be directly accountable to the
management of the organisation and not to a Marketing department of service.
In our society, communication has taken on such importance - from local to world
levels - that not communicating can mean not existing.
1 Corporate Advertising: The what, the why and the how. McGraw-Hill, 1981.
2 La Communication Marketing, Jean-Marc Decaudin, Economica, 1999.
The stages in organising a corporate campaign
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The Brand StrategyThe elements of corporate communications
3. Emblems & symbols
Amongst the elements that constitute Scouting’s communications system, there
are invariable elements related to the Movement’s identity, whether at world or
national level. These are: symbols, emblems and mottos.
These invariable elements are full of history; they are a reminder of the Movement’s
culture and outline its roots.
Other elements may vary with time and fashion. These are: logos and slogans.
The World Scout emblemThe Scout emblem was created by Baden-Powell.
He quite simply chose the fleur-de-lys, which
indicated the north on old maps. Thus, the emblem
is a reminder that Scouts must be as reliable as a
compass; they must respect Scouting’s ideals and
show others the way ahead.
The three “petals” symbolise the three duties: duty
to God, duty to others, duty to self.
The two stars represent truth and knowledge,
and the ten points of the stars symbolise the ten
articlesoftheScoutLaw.
Surrounding the fleur-de-lys is a rope tied by a reef knot. This symbolises the
Movement’sunityandfraternitythroughouttheworld.Justasitisimpossiblefora
reef knot to become undone, so the Movement remains united while it develops.
The emblem is white on a purple background. In heraldry, white represents purity
and purple represents responsibility and help to others.
The World Scout emblem on each member’s uniform strength-ens the sense of
belonging to World Scouting, provided that it is actually worn and its significance
is understood.
The World Scout emblem is the property of the World Organization of the Scout
Movement. It is registered with the World Intellectual Property Organization and is
protected in application of international agreements
on trademarks and copyrights. The description and
conditions for using the emblem were defined
in Resolution 05/69 adopted by the World Scout
Conference. Since July 2008, the World Scout
Emblem is included in the Constitution.Wearing the World Scout badge is a sign of belonging and fellowship. It can be purchased via the World Scout Shop.worldscoutshop.org / scout-store.com
Baden-Powell’s original drawing in “Scouting for Boys” (1908).
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Emblems & logosScouting Ireland’s logo was created following the merger
of the two associations. Its composition conveys a new
story and a new image. It is based on the fundamental
symbol of the fleur-de-lys and the trefroil.
The logo of Scouts et Guides de France
was created following the merger of Scouts
de France and Guides de France in 2004.
It is composed of part of Scouting’s fleur-
de-lys and Guiding’s trefoil. The colours are
purple for Scouting and gold for Guiding.
The qualities of a logoAs a logo provides an initial impression (whether it is on a letterhead, on a file or a
poster), it must obey certain rules in order to guarantee its quality. Its shape, colour and
fonts must be in harmony. Composing a logo requires creativity and technical exper-
tise in order to foresee its future uses. It is not simply a drawing - so, entrust the design of a
new logo to a specialist.
FaithfulEasy to read
DifferentiatingUnifying
AdaptableDurable
- the logo illustrates the organisation’s corporate image;
- it needs to be easy to remember, and so it needs to be simple and easy to read
on any document;
- people should not be able to confuse it with a competitor’s logo;
- it needs to be recognised and accepted by members and partners;
- it must be possible to adapt the logo to all of the organisation’s products;
- on average, a logo will last between 10 and 30 years, with a few intermediary
alterations.
Mottos & slogansScouting’s motto is “Be prepared”. The new
corporate identity of The Scout Association (U.K.)
perfectly reflects the motto by placing it in an
elliptical shape, which gives it energy.
The slogan of Scouting’s centenary on the official
logo is “One world, one promise”.
The composition includes the World Scout emblem,
new elements (symbolising peace, in particular), and
the centenary’s slogan.
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The Brand StrategyThe elements of corporate communications
4. The Scout uniform & flags
According to the Founder, “Smartness in uniform and correctness in detail may
seem a small matter, but has its value in the development of self-respect and
means an intense deal to the reputation of the Movement among outsiders
who judge by what they see.” Baden-Powell clearly believed that a uniform was
significant in terms of education, but also in terms of reputation. Today, we would
say image.
As the uniform is so tied to tradition, we often forget that a Scout in “plain” clothes
is invisible in a crowd. In a uniform, he/she becomes a Scout in everyone’s eyes.
He/she is seen and identified. A single Scout in uniform will symbolise the entire
Movement. This is why we said that each Scout is a vector of communication
for the Movement. Apart from the person’s behaviour, the uniform will reflect the
nature of the Movement. Just like a football club.
This is why, for example, it is useless to try to fight the preconceived idea that
Scouting is paramilitary while keeping a tight, old-fashioned uniform in military
colours or style.
It is the same for flags. What is the purpose of
a flag in Scouting? It is useless to try to fight the
preconceived idea that Scouting is nationalistic, while
making an excessive show of national flags. On the
other hand, when a ceremony is open to the public,
a World Scout flag flying on a mast, will show that the
educational goal, which is to be a citizen of one’s
country while also being a member of an international
community, is truly achieved.
Scout uniforms reflect the diversity of cultures, national customs and Scouting traditions while remaining practical for activities.
At the Jamboree, the World Scout flag flies amongst the national flags. It is a symbol of unity and brotherhood, bringing all Scouts together in a common ideal of peace.
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5. Image Policy & corporate image
Any change in Scouting’s corporate image at national level requires a fine balance
between the historical and traditional elements on which the Movement’s identity
is founded, and new elements that will illustrate the will to adapt to social, cultural
(even political) changes.
Image PolicyThe Image Policy is an essential aspect of a Communications strategic plan. The
policy needs to be based on the definition of a new corporate image and on the
way in which the component elements will be expressed internally and externally.
Now that the decision has been taken to use the Scout brand commercially, there
are many merchandising opportunities being implemented. The components of
the brand are included in the visual identity guide (which sets out all the details
concerning the reproduction of emblems and logos).
The organisation’s nameAn organisation’s name is very important. Just like the uniform, emblems and flags,
there is history behind a name (which is why it is complicated). In any event, it is
important to avoid excessively long names, such as:
The Baden-Powell Patriotic, Globally Neutral
and Traditional Federation of the Scouts of Bordery
There is no point even thinking what the acronym would be – no one would be
able to pronounce it!
One should avoid acronyms that do not mean anything. WOSM, for example,
does not actually mean anything, unless the full name of the World Organization
of the Scout Movement is spelt out. In general, a short name is preferable to a
meaningless acronym.
Corporate imageThe corporate image is the visual representation of the organisation. It materialises
the brand through the use of the organisation’s name or acronym, a visual symbol
(emblem or logo) and a colour code.
Corporate image is also called visual identity or corporate identity. It needs to
translate the organisation’s culture and personality and appear as a signature
stamp on all documents and products in a way that is faithful and easy to read.
Over time, a visual identity improves public awareness and recognition of the
organisation. It cannot be dissociated from the name or acronym.
Changing the corporate image of Scouting is costly, as it involves changing
the graphic signature on all of the documents, and probably also on the Scout
uniform, sign panels on Scout buildings, vehicles, etc.
See Chapter 12, p. 112§ 5: marketing & corporate image
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The Brand StrategyThe elements of corporate communications
The Brand ManualThe Brand Manual contains all of the guidelines on how to implement the
organisation’s corporate image. It is established by the graphic designers who
created the image. It is presented as a document and provides practical illustrations
of the use of the various elements.
It includes the following elements:
- the graphic form of the name (font and appearance);
- the image, emblem or logo: its positioning and relative size;
- an example of the logo in colour, black and white, and in greyscale;
- an example of where it should be placed on publications and documents;
- the Organization’s colour code;
- the fonts to be used in documents and publications;
- an example of how to use the logo and the colour code on products;
- an example of how to use it on sign panels.
In April 2006, the World Organization of the Scout Movement adopted a new
brand identity based on the World Scout emblem. It contains the brand name,
World Scouting’s purple colour (Pantone ® 527), and the Movement’s Vision. It is
protected as a registered trademark. A very precise visual identity guide governs
its use.
World Scout Conference Resolution 05/69
stipulates that the World Scout emblem must
feature in the logos of all official international
Scout events. The way it is used must follow
a precise visual identity guide. The logos of all
official events must be submitted to the World
Scout Committee for approval.
Precise information is available at:
scout.org/brand
The new World Scouting brand logo does not replace the World Scout emblem. However, its clear identity increases the Movement’s visibility and is recognised by people who did not already equate the emblem with the Scout Movement.
See Chapter 12, p. 112 § 4: Branding & brand management§ Brand protection
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6. Means & tools of communication
While the primary means of communication between people is speech, the
range of available communication tools has diversified considerably, thanks to
advancements in technology, democracy, and individual and collective freedom
of expression.
The town crier preceded sign panels in front of shops, signs painted on
shopfronts, posters, books, newspapers, etc., to say nothing of the telephone,
radio, television, data communications and, finally, the Internet.
The means and techniques of communication need to be appropriate for the
communication objectives and the targets selected, as shown in this pretty
flower.
Choosing appropriate means for the communication streamsIf the means of communication are to emanate from the objectives and aim to
reach clearly identified targets, they need to be based on previously established
communication streams.
Doing so will also strengthen the strategic thrust of the organisation’s messages.
The themes will provide a coherence of policy in the content of the messages.
See Chapter 7, p. 65 and 68 § 11: Powerful themes
§ 13: Communications axes
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An institutional (corporate) brochure. This
is a general presentation document of
an institution, company or service. Its
size varies, but is often A3 folded, and
may contain four, six or eight pages.
It is printed on high-quality paper and
enhances the image of the body that
it presents.
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The Brand StrategyThe elements of corporate communications
Traditional printed tools
Books were the first tool of mass dissemination of
facts, knowledge and information. The fact that
works in this medium have often been banned
or censored illustrates the long and difficult
road to asserting itself as a major medium of
guaranteeing the continuity of knowledge. It
will need to assert its nature, place, role and
dimension even further in the face of digital
tools: printing a book is expensive and involves
using large quantities of paper. A book gives
its content a dimension of permanence, even
timelessness. It is an option that must be
considered consciously.
A manual is a book that compiles technical and
learning materials. Manuals are used for training
purposes. They are therefore often used in
Scouting. As its name indicates, a manual needs
to be practical and easy to hold in one’s hands. In
Scouting, manuals are often small so as to fit in a
rucksack or sometimes in a uniform pocket.
A leaflet. The purpose of a leaflet is to publicise
something. By its very nature, it is therefore
light and simple. It is often presented in recto/
verso format, on A5 paper or a folded A4 sheet,
sometimes folded in three. To be effective, it
needs to be minimalist. With just a few words
and images, it describes the advantages and
qualities of a service or product. It is used for
mass communication. It is not very eco-friendly
and often ends up on the ground.
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Posters originated from sign panels
outside shops during the Middle Ages,
and the subsequent painted signs on
shopfronts. The profusion of shop sign
panels cluttering the streets led to having
to nail their sign panels on shopfronts.
Some shopkeepers then started to paint
their signs on their shopfronts. Posters can
be more or less attractive depending on
budget and prevailing taste.
They convey a key message involving a
slogan and often an image (graphic or
photo).
A Flyer is a document printed on one side (sometimes on both sides). It is
produced cheaply and quickly, and disseminated in large quantities to sensitise
opinion concerning a particular subject, which may be political, commercial, etc.
An invitation card is often prepared with care, thus showing esteem for the recipient
while enhancing the perceived value of the sender. It is produced to announce an
event and, often, to invite a particular audience to take part.
Audiovisual & digital mediaIn the space of 20 years, electronics, the telephone and the Internet have overturned
the smooth-running and apparently stable universe of traditional publications. Digital
media bring into question the use of traditional tools, which need repositioning, a
new concept, and a new definition of their role and usefulness.
Satellites, satellite dishes, cable telecommunications, desktop publishing,
digitalised illustrations and archives…
The press invested in the most modern techniques as of the mid-1970s when they
started to become equipped with computers (a process that was completed well
before the end of the 20th century).
Today, the functioning of the press is 100% digital, whether for inputting or
transmitting information (text and images), or for mock-ups and layouts.
Gone are the days of the teleprinter sputtering information and faxes using precious
paper, full of important and urgent information. Gone are the beautiful photos
created in specialised studios, numerous copies of slides, expensive photocopies
sorted and collated by numerous (and just as expensive) “little hands” that
produced superb press packs for journalists invited to press conferences. Gone,
too, are the days of preparing newspaper mock-ups with spray glue.
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The VCD (Video Compact Disc) and DVD (Digital Versatile
Disc) are now overtaking the traditional video cassette,
and offer very high visual quality for promotional clips. The
production costs of a film are nonetheless quite high.
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The Brand StrategyThe elements of corporate communications
The CD-Rom (Compact Disc Read-
Only Memory) enables a large quantity
of information to be stored. When it is
designed with graphic animation software,
it can provide a very interactive promotional
tool.
7. The Internet: the medium that recreated the communication system
The Internet is a medium that requires a needs analysis of both the sender and the
recipients in order to find how it can best support an organisation’s communication,
both internally and externally. When it is well conceived, it can be a major tool to
reach numerous targets. Many institutions, businesses and organisations rushed
to launch all-purpose websites that rapidly reached a degree of uselessness and
just added to the media noise. The point is always the same: there needs to be
something new to say and one needs to offer something surprising in order to be
heard. There is a real risk that a site can take on the proportions of an encyclopedia,
as the storage capacity and the information that can be made available are huge.
We will examine further how the Internet can support press relations and how it can
be applied to internal communications.
“Exploring the World”, is an encyclopedia in game form to discover Scouting and the world (available from the World Scout Shop: HYPERLINK "http://www.worlds-coutshop.org" www.worldscoutshop.org). (World Scout Shop, Ref. 94951)
scout.orgThe World Organization of the Scout Movement’s website is the international
showcase of the Movement. It is available in five languages (English, French, Arabic,
Spanish and Russian) and contains global information pages that describe what is
happening in the Organization. Specialised sections enable visitors to discover all of
the educational and institutional areas.
This site is an information platform aimed at improving marketing and promotion, as
well as the interaction between the Organization and its members.
The six regions have pages that provide access to information that is more closely
related to the coordinating activities carried out by the Regional Offices.
The vitality of the World Scouting site also depends on stories sent in by members.
Feel free to visit the media centre: scout.org/media.
The Centenary promotional video was a global success. Produced in five languages, it has been downloaded from scout.org more than anything else.
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8. Events & ceremonies
Events and ceremonies are special moments in Scouting. They constitute activities
aimed at audiences defined in the Communications Strategy. They thus require
the use of appropriate techniques and relevant tools, which may not all be within
the competencies of a Communications department. Public Relations are often
involved in order to promote the event.
From the perspective of communications, whether one is organising a conference,
a public debate, a staged show, a commemoration ceremony, or a religious
ceremony, the same questions arise:
- What do we want to say?
- What do we want to show?
We need to start from the principle that an event also conveys our image, and that
it will openly symbolise the Movement.
Partnerships are particularly important in emphasising the importance of the event
and in giving meaning to its content.
The symbolic meaning of flags and of what takes place during the rituals and
traditional practices needs to be shared with as many people as possible. If their
meaning is not explained, people may mistake us for some kind of sect!
For example: a Promise ceremony that takes place in public needs to be explained
to the outsiders present. It could also be an opportunity for a “revision exercise” for
any Scouts who may have forgotten the meaning.
Since 2000, the Scouts of Mexico prepared an exhibition in the
main square in Mexico City: a fleur-de-lys
composed of millions of soft-drink cans that they had collected for
recycling. A Public Relations operation as
well as a good deed for the environment.
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9. Crisis communication
“To govern is to anticipate”, as Emile de Girardin, the 19th century publisher,
publicist and politician taught us. The failure to anticipate crises, or to be informed
and prepared for adversity, etc., is synonymous with leaving one’s organisation
without any means of defence, like a victim of an unforeseen event.
The crisis could be due to a serious accident during an event, or unjustified public
criticism. Emergencies and lack of foresight are costly and can be seriously
detrimental to the image and cohesion of the organisation. This is why crisis
communication (and appropriate tools) needs to be thought out in advance in
order to anticipate crises and react effectively.
Managing a crisis situation needs to be limited to a small number of people:
representatives of management, the head of Communications and the head of
the service concerned by the crisis. The organisation’s message needs to be
supported by concrete, irrefutable facts.
The example provided on p. 70 concerning incorrect information on the use of
condoms at world events shows that the need for crisis communication can
emanate from incorrect information. Quickly correcting the information to a wide
audience can thus be the best means of managing the crisis.
In general, the tools needed are:- a plan (an emergency plan in the case of a large event);
- prior identification of targets and how to reach them;
- the organisation’s key messages;
- relevant documentation to strengthen the message to the public;
- the means of disseminating information to a particular, useful audience.
Anticipating a potential crisis in advance will help you to react faster.
In August 2007, musical performances worthy of grand international shows were a highlight on the enormous stage at the 21st World Scout Jamboree in Chelmsford, UK.
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chapter 9
Working with the media
n For an institution, a business or an organisation, opening up to the world and
addressing public opinion - beyond applying publicity techniques - necessarily
implies dealing with the media. The natural contacts are journalists. Getting them
on board implies questioning the current practices of those who send information,
i.e., the press or public relations services. You need to develop an appropriate
strategy with the media, while bearing in mind how each reacts to its audience/
readership, assess its impact on public opinion and what it can bring to the
organisation. The press is like any other partner: you need to understand how it
works so that you can work better with it. This is the subject of this chapter.
1. Getting to know the media
Your objectives differ from those of the media. The dream is for Scouting to appear
more often in the media and to be given better treatment in the right sections and
with the right photos. The media’s objectives are clear:
- they want good stories;
- they want to sell their programmes or newspapers;
- they want to increase their readership or audience.
How, therefore, can one communicate Scouting’s message while helping the
media to reach their objectives?
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Identifying the different types of mediaFirst, you need to identify the different types of media to understand their behaviour
better:
- newspapers,
- television,
- radio,
- the web,
- rumours.
It is important to make a list of all the available media to determine which ones you
can work with:
- what ideology do they follow?
- what are their main interests?
- what specialised sections does each have?
- what style or tone do they use?
Identifying the media that are useful to ScoutingIt is this analysis, which is the starting point to understanding the situation of the
media in your country or region, that will enable you to begin identifying the media
that could be useful to the Scout Movement. The first ones you will notice are the
media that are favoured for offering regular and good visibility of the Movement.
However, you may also notice new possibilities through discovering little-known
outlets, specialised sections or programmes, or by meeting journalists who are
open to new subjects.
2. Understanding the media
Understanding the world of the media enables us to to see them differently and to
move away from a tendency to think that they are in any case unapproachable, or
that it will be difficult to get them to change their prejudices concerning Scouting.
As a world icon, Prince William’s capacity to attract attention enabled the Centenary World Scout Jamboree to be featured in all the international media.
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A few questions- Can you respond fully to the expectations and constraints of journalists? Do you
have an alert system for journalists?
- Can you offer them permanent assistance without inundating them with e-mail?
- Are the documents that you disseminate formatted according to the rules
governing the order of information?
- Do you transmit digitalised documents to the press editorial departments?
- Can you cope with particular requests for information?
- Do you have a search engine function that can retrieve information from any part
of your site?
- Is the information you disseminate listed according to the date it was uploaded?
How are the topics organised?
- Is the documentation that you disseminate permanently available?
- Can you trace, identify and analyse data, measure site traffic, verify the results of
your electronic address book, know which journalists consulted your information
and to whom you need to send a reminder?
If you can answer “yes” to all of these simple questions, then your media relations
service will be relevant from a technical perspective.
Getting to know the journalistsBringing journalists together over a fabulous buffet of snacks or relying on personal
contacts is not enough to maintain good relations with the press.
Journalists cannot necessarily spend half the day attending a press conference
and hunting through a press pack to find some vague press release, typewritten
information and a couple of photographs.
A journalist expects new stories that are likely to interest his/her readers or TV/radio
audience. He/she is always in a rush, overloaded by a continuous flow of information
that may be badly formatted or incomplete – yet, the journalist’s responsibility is to
collect, sort, deal with and prioritise information in order to publish it.
In order to work with journalists, you:- need an address book with their contact details. This requires some research
and updating;
- need to know the media they work for: tendency and editorial policy;
- should not have preconceived ideas about them (e.g. “They don’t like us.”);
- should not be afraid of them (“If I don’t invite that one, he/she’ll make trouble.”);
- should stop saying: “It’s the journalist’s fault, he/she didn’t understand a thing!”
when you do not like an article.
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Developing a media strategyWorking with the media presupposes putting in
place a strategy - that needs to be developed like
any other - over a two-to-three year period with:
- communications objectives vis-à-vis the media;
- precise communications themes, supported by
appropriate key messages;
- a plan of priorities;
- a media plan covering a year or the duration of
the strategy, i.e. a real action plan;
- clear human resources;
- financial resources to implement the priorities;
- a description of the communications tools and
means that will enable you to reach the media
concerned.
A journalist is not necessarily ill-intentioned or incompetent just because he/she did
not use the information as you would have wished! After all, if you liked a particular
article, you would consider the same journalist to be very professional. In order to
work with journalists, you have to change your attitude towards them, which starts
by accepting that the journalist does his/her job of investigating by asking all kinds
of questions in order to understand the situation. Refusing to answer a question or
refusing access to a campsite will raise doubts and, no doubt, suspicion: “What are
these Scouts trying to hide?” As Scouts have nothing to hide, they have nothing to
fear from the press.
3. Talking to the media
Knowing how to talk to the media requires a certain amount of preparation on
the part of the volunteers or professionals working in public relations. You cannot
improvise. What you need to do is to put all the odds in your favour by packaging
the stories as a whole with several important elements:
- a clear idea of what you want to show;
- the use of original hooks that will interest the journalists;
- the Movement’s key messages, expressed in simple terms;
- means of proving that the story is true;
- anecdotes by people involved so as to offer human interest;
- answers that anticipate difficult questions should the need be felt;
- the names of partners working with you.
A Media strategy requires strengthening the skills of those involved in the Scout Movement’s Communications services. Communicating cannot be improvised. Appropriate training plans are needed to identify and develop skills.
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Conveying the message through stories The organisation’s message will come across better if it is conveyed through
stories that are interesting and easy to tell. Illustrating World Scouting’s Mission of
“Educating young people to play a constructive role in society” could be conveyed
by a story about a group of Rovers involved in a community service in a difficult
neighbourhood, for example. The story should describe what they did, what
motivated them to take action, some personal accounts and perhaps even the
reactions of the beneficiaries.
Avoid Scout jargonOne of the reasons that messages emanating from NSOs often seem obtuse is the
use of Scout jargon. If you want someone to understand you, you had better speak
their language. It avoids misunderstandings.
Example: “This morning, six Scout patrols held a Scout’s Own on Bigley Mountain
on the theme of peace.”
Translation: “This morning, more than 40 Scouts aged 12-14 organised a ceremony
of prayer and worship on Bigley Mountain on the theme of peace.”
Choosing spokespeopleIrrespective of the level of Scouting at which one is involved, when appearing in public
(particularly when wearing the Scout uniform), one becomes the representative of
the whole international community. The globalisation of information means that what
I say or do in Geneva can have an impact in Manila or Santiago, and vice-versa. I
therefore need to constantly ensure that when I speak
in the name of the Movement, that I am the best person
to do so and that I am sufficiently informed to convey
the right message.
Thus, it would certainly be wiser to have a smiling and
appropriate young person in front of the camera if one
wants to be credible when stating that Scouting is a
youth movement that offers attractive and meaningful
activities. Training spokespeople, particularly young
ones, is of strategic importance. Being elected to a
position does not mean that one is suddenly equipped
to face the cameras. And you need to be convinced
of that.
Respecting protocol?Being a spokesperson or a representative is not simply a matter of protocol. Protocol
can be a stumbling block that stops the person who is best placed and best able
to deliver the message from doing so. If there are more than three people facing a
press conference, then protocol has become more important than effectiveness!
There are times for protocol, and precise moments for communication.
The World Scout Bureau offers specialised training for spokespeople. In 2007, the
young spokespeople’s training experience put fresh faces in front of the cameras and
reflected a good image of Scouting.
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Adapting the tone according to the result soughtTalking to the media also implies adapting to their styles through a tone that
resembles them. For example, one should be serious and be able to give clear
explanations for a specialised magazine on education, and light-hearted and
smiling for a magazine aimed at children.
Questions to ask yourselves before speakingClearly, you should not improvise when speaking to the media, or if you are forced
to improvise, then you should be trained in how to do so. Here are some simple
questions to ask yourselves before speaking:
Relationshipbetween thesender and
the receiver.
Knowing your target
audience.
As in the theatre or in the cinema,
you need to create unity in
terms of time and space.
Empathy:
Finding information:
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Faced with so many questions, you should ask yourselves: Do I have time to ask
myself so many questions if taken by surprise? In reality, it is a thorough knowledge
of the key messages, mastery of the mechanics explained earlier and practice that
will enable you to overcome surprises and reply appropriately!
4. Catching the media’s attention
In order to catch the media’s attention, a position has to be taken based on the
summary of a story… i.e., the pitch. Then, the hook needs to be developed (literally
a hook that will catch the journalist fishing for something of interest). The question is
not “What can I talk about?”, but rather, “What could interest this journalist’s readership
that will enable me to convey my message?” Here are a few hooks for stories on the
World Centenary Jamboree:
- “In a few weeks, we will live the adventure of our lives with 40,000 Scouts from 150
countries.”
- “The Jamboree is a city of young people living in tents for 10 days.”
- “My grandfather was at the Peace Jamboree in 1947, and I’m going to take part in
the Centenary one 60 years later. My family has been in Scouting for
generations!”
Very often, hooks are tied to angles that enable the themes to be treated with
precision in a variety of ways.
AnglesAn angle is a way of approaching a subject or theme. A subject is covered when all
the angles have been touched upon. It is thus possible to repeat certain elements
of a subject and yet still offer something new by examining the topic from a different
angle. Let us examine the theme of youth:
In the context of a pre-determined, planned information campaign on youth, a
series of press releases on youth could be written from different angles.
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Press conferencesA press conference is to announce important news. Otherwise, it is better to
issue a press release or to have a more confidential meeting with a few media
representatives. What is essential is to set a press conference for a date and time
when it is most likely to be well attended. Do not hesitate to give the journalists a call
to confirm that they are interested. Do not forget: a journalist is a partner.
Press releasesPress releases need to be short and limited to a single subject, like a news agency
dispatch. They are not propaganda: they contain information. They need to have a
title, a date and a signature. The objective is to encourage journalists to seek further
information.
The press packThis contains all of the documents needed to inform the journalists and communicate the
organisation’s messages. The content should include photographs, explanatory texts,
and useful handouts concerning the subject of the press conference or the event.
The five “Ws” To be effective, clear and simple, a message needs to answer the follow question:
“Who says what to whom, how, with what effects, where, when and for what
purpose?”
Press visitsThey are useful as they offer an opportunity for closer contact with the journalists
invited and show your desire for transparency.
The press book or press reviewThe press book is a compilation of all the articles that have appeared in the press.
It needs to be updated regularly. It can be organised chronologically or by theme.
It enables you to regularly monitor and evaluate how the press has reflected the
Movement’s work that you were trying to show.
Translations Verifying the quality of translations helps to ensure good communication. There are
at least two situations in which we need translations: in bi- or multilingual countries
and for international activities. A high-quality translation is also a mark of respect.
5. Public relations for an event
The nature of the event defines the type of public relations to be used. By their
very nature, events are likely to generate media interest, particularly if they are
conceived with the media in mind. You will therefore need to include this dimension
by conceiving it along the lines of the communications matrix presented on p.69.
Promoting an event vis-à-vis the media will be more effective if it has an attractive
theme and special guests.
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Media relations for an event- Journalistaccreditations
- Press invitations
- Press kit
- Reminders to journalists
- Press presentation
- Informative chats with journalists (see also: “hooks”)
- Gifts for the press
6. Photos & video
People are often invited to speak in the name of the Movement, but do not know
what image to portray… You simply need to ask the following question:
“How does our image reflect our mission through our actions?”
The image is the reflection of our identityOne cannot expect a photo to reflect our sense of action if it shows people who are
standing around or standing to attention.
One cannot expect a photo to show our aspiration to promote peace if the main
activities involve marching in the streets like a regiment.
The image is the reflection of what we doOne cannot expect a photo to reflect the presence of young people at an event if all
the dignitaries are at the front and the cameras are all turned towards them.
One cannot expect a photo to reflect a modern Movement that is open to the world
if the young people are dressed in a uniform that is 100 years old. It is important to
consider the style that is projected.
You need to show concrete achievements that illustrate Scouting's Mission. A photo
in a newspaper is the reflection of a specific instant. But what is involved before
that? A photo is not something that happens by chance; it reflects something real.
The right choices have to be made before the photos are taken.
Taking a photo involves training one’s eyes to see things in a different light so as to communicate
them to others.
The Chilean Scout radio station, Patio Scout, broa-dcast updates from the UK throughout the 21st
World Scout Jamboree via Internet.
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7. Make the most of relations via Internet
The Internet is the only 100% digital mode of press relations. As we know, one of the
main criteria of the new economy is speed. For journalists, we also need to add the
following criteria: permanence, precision and relevance.
This is why, for the past few major events that WOSM has organised, press relations
have been based on providing a special web-based section for journalists.
The first experiment of this nature took place during the period of the Peace Cruise,
an event involving several destinations, organised in 1999. All of the press releases
and photos were made available at a set time each day in English and French and,
occasionally, in Arabic, Hebrew, Greek or Turkish.
This regular schedule brought the press closer, in particular the agencies, as they
knew where to find updates on the event. The written press was able to download
photographs to illustrate articles. The large news channels, such as CNN,
Euronews and Radio Vatican, determined their coverage based on access to this
information.
This solution meant that there was no need to inundate journalists with e-mail. The
relationship became a partnership, through making life easier for the press.
The right photo:- The choice of place, situation and activity.
- The choice of who will appear in the photo and attitudes.
The right video:The rules are the same, with the addition of a script, adapted to the pitch of the story
you want to tell. The main footage, cutaways and the sound recording will enable to
video to be edited in line with the script.
Online Media CentreA website needs to offer a special area for journalists. On the World Scouting site, it
is called the Media Centre. It contains:
- An up-to-date press kit;
- An up-to-date collection of press releases;
- Handouts on various themes, the schedule of press
conferences;
- A themed image gallery;
- Contact details of the press service, video clips on
various themes.
Online Media Centre : www.scout.org/media
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n By definition, internal communications is addressed to internal audiences
of any association, institution or company, and constitutes a tool that supports
management. What are the implications for the Scout organisation?
1. Communication that supports management
Management is primarily a matter of managing human resources. In order to do
so, all of the techniques of communication are put into practice so as to guarantee
and strengthen cohesion and the members’ adherence to what the organisation
is trying to achieve. Work in this area is aimed at leadership and staff. All members
constitute internal targets. All of the techniques will need to be used to ensure that
they support and buy into the goals and the common project.
Internal communication cannot be dissociated from external communication. As
we consider that each Scout is a vector of communication, we need to help each
Scout to buy into the fundamental aspects of the Communications strategic plan
by offering tools that will help him/her to understand the life of the Movement. He/
she will thus become a “spokesperson” for the project.
Adopting an Image PolicyInternal communication must be based on the organisation’s Image Policy. Thus,
the component parts of the corporate image must be the same for both internal
and external use.
In this respect, the issues of uniform and of the quality of activities are particularly
important. One cannot hope to provide the press with images of an innovative
movement if young people are doing a boring activity in an old-fashioned
uniform.
Internet, intranet & e-mailThe Internet can be used extensively in internal communication, provided that the
people to whom the information is addressed have the physical means needed to
access it: a personal computer with Internet access, or a nearby cybercafé.
chapter 10
Internal communications
See Chapter 15, p. 130§ 5: Specialised fields
§ The webmaster
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The Brand Strategythe Internal communication
Using the Internet reduces the production cost of internal communication tools and
the shipping costs of traditional publications, in particular through the use of e-mail.
An intranet system works in the same way, except that security measures need to
be in place to manage who is authorised to access it and to avoid hackers.
2. Scout magazines
The organisation’s newsletter, - the backbone of a Scout organisation’s information
and communication system, - represents a meeting-place, opportunities for social
exchange and personal enrichment.
The Scout magazine needs to convey the
organisation’s values. Its editorial policy
needs to emphasise the Mission, and the
images need to be a reflection of this.
Is it also a tool to attract greater media
attention concerning Scouting, its values
and ambitions?
Scout magazines are no exception to the
recommendations of a Communications
strategic plan for internal target audiences.
It can also be a product to attract external
target audiences, e.g. the non-Scout peers
of current youth members.
A few simple questions when developing a Scout magazine- Is it the Scout organisation’s publication aimed at its members, i.e. produced by
the national team for the members of the organisation? Is it the Scouts’ magazine?
- What is its editorial policy? Has a writing style been established? How does it need
to be written in order for it to be read and understood?
- How can the magazine constitute a “meeting-place” with its readers?
- Have the various sections been defined in accordance with the social and cultural
practices of the readership or according to the interests of the organisation and its
leaders?
- Is the format appropriate in view of the readers’ practices and the organisation’s
purpose?
- How can the degree to which readers feel that they belong to the organisation and
their pride in being readers be expressed? How can it act as a tool that recognises
the readers as a common asset?
- If it is also aimed at an external readership, how will the magazine situate itself
vis-à-vis the competition?
- Have the interactivity and complementarity of the various publications been
thought through?
- How is the magazine disseminated? Does this correspond to the practices of the
intended readership?
A futuristic magazine cover from the Korea Scout Association.
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chapter 11
The Partnerships Strategy
n One cannot imagine Scouting as a thriving and innovative Movement - wherever
it exists and at all levels - without partnerships to help it carry out its Mission in
society. As we said in Chapter 5, under Identifying external trends, “An organisation
does not live in a world of its own” (p.56).
1. Scouting’s partners
Scouting has many partners covering all sectors of society, both public and
private. Partners work with the Movement either bilaterally for a particular project,
or multilaterally for projects undertaken with several partners. These partners are
important for several reasons.
LegitimacyPartners give Scouting a legitimacy that it may not otherwise have in public opinion
when it comes to working on themes for which the Movement is little known. This is
the case, for example, when it works to help refugees, promote equal opportunities,
fight against AIDS, help minorities, etc., with partners who are already well known
for their work in these fields.
VisibilityNext, they offer the opportunity
to increase Scouting’s visibility
through the media and the
partner’s own regular audiences.
There can be greater media
visibility when, for example, a
joint press release is issued to
journalists, or when a joint press
conference is organised.
In terms of public awareness,
there will be greater visibility in
the context of a jointly organised
event. An example is a peace
march with the “Marcia della
Pace” grouping in Italy.
Jacques Moreillon, World Scouting’s Secretary General (1988-2004) meets Nelson Mandela, the patron of Scoutingin South Africa.
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Partners enhance Scouting’s legitimacy, visibility and credibility in public opinion, in
theeyesofthemedia,andintheeyesoftheMovementitself.Legitimacy,visibility
and credibility are three important qualities in terms of changing perceptions
concerning Scouting – both within the Movement and externally.
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The Brand StrategyThe Partnerships Strategy
CredibilityPartnerships also lend credibility to Scouting’s work:
- either because the partner publicly supports Scouting’s action (e.g. an
environmental protection project carried out with the support of the Ministry of
the Environment in a particular country);
- or because the partner involves Scouting in its own campaigns (e.g. when UNESCO
invited the Scout Movement to become involved in the International Decade for a
Culture of Peace).
New competenciesPartnerships enable the Scout
Movement to work on subjects
that it would not otherwise
broach on its own. This is the
case when WOSM works with the
High Commissioner for Refugees
in order to carry out projects to
assist young refugees in countries
experiencing conflicts. It is also
the case when it promotes youth
policies at international level in
association with other members of
the Alliance of Youth CEOs 1. They
enable the Scout Movement to
work in specialised fields, through
gaining new competencies.
1 The Alliance of Youth CEOs is composed of: the World Alliance of Young Men’s Christian Associations, the World Organization of the Scout Movement, the International Federation of Red Cross and Red Crescent Societies, the World Young Women’s Christian Association, the World Association of Girl Guides and Girl Scouts, and the International Award Association. This alliance has resulted in the production of the following documents: “The Education of Young People: a statement at the dawn of the 21st century”, “National Youth Policies: for a youth that is autonomous, supportive, responsible and committed”, “Girls and Young Women in the 21st Century: A call to action”.
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New resourcesPartnerships are all the more important as they can also generate new resources
for projects.
In general, partners will not finance Scouting’s operating costs, but will agree to
provide political and financial support for specific projects. In such cases, the
Movement will not only have acquired greater legitimacy, visibility and credibility,
but also financial resources with which it can take action.
At international levelScouting’s most frequent partners are:
- inter-governmental organisations, such as the United Nations system via its
agencies and commissions: UNESCO, UNICEF and UNAIDS. Or the Council of
Europe and the European Union;
- international non-governmental organisations, such as the European Youth
Forum, the Alliance of Youth CEOs, Save the Children, Care International, Handicap
International, etc.;
- governments, e.g. cooperation projects involving matching grants, or support for
the organisation of an event in a given country.
At national levelAt national level, Scouting has public and private partners who are usually:
- the government, represented by the ministry responsible for Scouting, or
parliament;
- associations and non-governmental organisations (NGOs): youth platforms (e.g.
national youth councils), or national committees of specialised associations;
- representatives of inter-governmental organisations: the national commissions of
UNESCO, the national delegations of UNICEF, the national offices of the
European Commission;
- local and regional authorities, regional parliaments, etc;
At local levelIt is at local level that Scouting is closest to the action. It is at this level that it could
initiate interesting new partnerships, and develop the three qualities mentioned
earlier.
Local partners are usually:
- the town council;
- religious leaders;
- youth clubs and associations.
How can we go beyond these usual partnerships? What could transform the
perceptions of public opinion concerning Scouting through increasing legitimacy,
visibility and credibility? Innovative action with unexpected and relevant partners!
As the local level certainly enables closer contacts, it is at this level that the trio of
legitimacy, visibility and credibility can help Scouting’s image to evolve rapidly in a
positive direction.
See Chapter 12, p. 114 § 7: Fundraising:
using partnerships
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2. The Scout Movement & the civil society
For all the reasons that we have just mentioned, we believe that the Scout
Movement needs to be positioned not only as a youth movement, an educational
movement, or as an association, but especially as:
- a non-governmental organisation,
- that acts locally but also globally, at world level,
- that takes concrete action in civil society,
- in a general field (the education of young people), but also in specialised fields,
when it works with partners to respond to clearly identified social needs.
A non-governmental organisationWhat is a non-governmental organisation (NGO)? In general, it is a body that is the
result of a not-for-profit private initiative, whose objective and status are recognised
by a government or an inter-governmental organisation.
For example, at international level, WOSM has consultative status with the Economic
and Social Council of the United Nations 2, and the Council of Europe.
For an NGO, one could almost use the same qualities that we seek to achieve for
young people, i.e.:
- autonomous, free of any tie with a state, government, or body in the economic
sector;
- supportive, actively caring about social issues;
- responsible, able to keep commitments and complete what it undertakes;
- committed, affirms its values and Mission and acts accordingly.
The relationship contextThe following diagram illustrates the relationship context of an NSO. The type of
relationship may be defined in a more specific way, depending on the partner.
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The Brand StrategyThe Partnerships Strategy
2 Since 1947! Even knowing this could change the perception in the eyes of people who are sceptical about the Movement’s nature, breadth and activities.
See Chapter 17, p. 138§ 4: Sector evaluations
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A global & local MovementA great advantage of Scouting, if we recall Jacques Moreillon’s belief, is that
Scouting has a global responsibility in a global world, is that Scouting is both global
and local.
The famous slogan “Think globally, act locally” easily applies to the Scout
Movement. This said, the World Scout Bureau has never launched a worldwide
campaign that is automatically taken up at local level. Similarly, no local initiative
involves major campaigns at world level. And yet, without wishing to change
WOSM’s nature, one could imagine that, for example, just as the NGO community
takes action to support the recognition of women’s rights on Women’s Day (which,
in Europe, is celebrated annually on 8th March), the entire Scout Movement could
take action on a specific
day for a specific cause.
It would thus affirm its
unity, global nature, ability
to take action locally, and
the universal nature of its
values.
In France, this was the
challenge that ATD-Quart
Monde (ATD Fourth World)
set itself (and succeeded
in achieving). October 17
has been established as
the International Day for
the Eradication of Poverty.
It was able convince other
partners to take part in
this commemoration,
including the Council of
Europe.
The Global Development VillageThe birth of the Global Development Village (GDV) in Korea, in 1991, was a major
innovationatWorldScoutJamborees.
The GDV is organised like a real village with a main square. Each of its main roads
is devoted to one of the themes to learn about (education, environment, health,
human rights, etc.) and is where the Movement’s partners propose workshops and
exhibitions.
The GDV is therefore an activity area whose objective is to help Scouts to gain a
better understanding of issues facing the world today, discover what they can do to
help solve them and learn concrete techniques that can be used back in their home
communities.
Adding colour to everyday life helps to create a better world.
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An actor in civil societyScouting belongs to the civil society sector because it is recognised as a
non-governmental organisation acting independently of the sectors representing
power or business.
A Movement that is both a general & a specialised actorLike a doctor, the Scout Movement is both a “general practitioner” and a specialist.
It is a “general practitioner” in terms of issues concerning childhood and youth. It is
a specialist when it comes to non-formal education, peace education, education
for citizenship, environmental education, etc.
Thanks to its partnerships, it can develop expertise in numerous specialised
fields.
It is by segmenting its work according to issues and themes that the Movement
becomes specialised and can hope to develop partnerships that it had not
considered previously.
The challenge of developmentThus, because the Scout Movement is a non-governmental organisation that acts
locally as well as globally, and is a real actor in civil society in a general field (youth
education), but also in specialised fields, in order to respond to clearly identified
social needs it has to be recognised as an agent that contributes to social
development. Moreover, the Movement affirms its role as a “social force”.
Development concerns several dimensions: economic, cultural, social, democratic,
ecological. We repeat: in B-P’s last message, he invited Scouts to: “leave this world
a little better than [you] found it”.This mission is close to the definition of the United
Nations’ World Commission on Environment and Development: development
that “meets the needs of the present, without compromising the ability of future
generations to meet their own needs” 5.
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5 The role of Scouting in strengthening civil society, Euro Scout Doc. N°3, 2004. Giuseppe Porcaro and Richard Amalvy.
The functions of the civil societyAlthough there is no stable definition of civil society, one can nonetheless list its
functions :
- mediation;
- counter-power that increases state responsibility;
- an intermediary for the participation of citizens;
- promotion of social cohesion and the quality of society;
- contribution to a sense of solidarity;
- promotion of socialisation learning;
- stimulating plurality;
- creating social capacities.
(Civil Society and International Development, North-South Centre of the Council of
Europe, OECD Development Centre, 1998, p.17.)
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3. Sharing Scouting’s values with others
It is easy for Scouting to invite an NGO or an inter-governmental organisation to
become a partner for common projects that are built on the promotion of common
values. When the Peace Cruise was launched in 1999, WOSM invited UNESCO,
the European Union and the North-South Centre of the Council of Europe to
become partners, based on programmes involving the promotion of common
values. For UNESCO, this was the “International Year of a Culture of Peace”; for the
European Union, it was the “Euro-Mediterranean Youth Action Programme”; for the
North-South Centre of the Council of Europe, it was the “Transmed Programme”.
This establishment of partnerships is close to the method of co-branding, which
consists of associating two brands so that both benefit from each other’s market
share. However, can Scouting refuse partnerships, especially if these potential
partners were to provide a large amount of funds? Yes, if the values of the potential
partner (organisation, company or government) were contrary to Scouting’s
values.
4. Lobbying & Institutional Relationships
Lobbying consists of work aimed at a defined target (e.g. parliament) to achieve
a defined goal (e.g. to get legislation passed). Work of this kind is based on the
pressure group system. The method of preparing lobbying action is the same as
the presentation in the chapter on preparing a strategy.
Institutional Relationships constitute the usual tool for lobbying action. It enables
you to:
- establish a monitoring system of Scouting’s “hot topics”, e.g. changes in
legislation concerning youth activities;
- react towards a target as soon as action is needed, e.g. to inform parliamentarians
who belong to the World Scout Parliamentary Union (WSPU).
The World Scout Parliamentary UnionJustasthere isan InterparliamentaryUnion,whynothaveoneforScouting?The
answer to this question led to the creation of the World Scout Parliamentary Union
(WSPU) in Korea, in 1991. It is a world network of parliamentarians from all political
tendencies with a single common denominator: they are all former Scouts or people
who believe in Scouting’s ideals and who want to use their political influence to
support the same Scout values that helped to make them who they are. WSPU is a
network of national Scout parliamentary associations. Associations exist in nearly
100 countries around the world. Their members are parliamentarians.
wspu.net
See Chapter 12, p. 114§ 7: Fundraising: using partnerships
In 2003, James Wolfensohn, then President of the World Bank, launched consultations on the creation of a youth strategy, with the support of World Scouting. By his side are Richard Amalvy, who at the time was Director of External Relations at the European Scout Region, and Giacomo Filibek, Chairman of the
European Youth Forum.
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A meeting between representatives of international youth organisations and Ban-ki Moon, United Nations Secretary General. New York, October 2007.
Lobbying requires the ability to empathise with the institution in question, in other
words, to put oneself in the shoes of the interlocutor so as to better understand
(and thus adapt to) the other party.
5. Representing the Movement externally
This consists of sending a representative of the Movement to a particular body, in
the context of both:
- partner relationships;
- institutional lobbying.
Scouting & the United NationsOn the 10th anniversary of the International Youth Year in 1995, the United Nations
strengthened its commitment towards youth by guiding the response of the
international community towards the challenges that youth would have to face
by the new millennium. It did so by adopting an international strategy, the “World
Programme of Action for Youth to the Year 2000 and Beyond”. This programme
encourages governments to be more responsible towards youth aspirations, and to
inverse the tendency to consider youth as a problem so as to make them a resource
for the future. World Scouting has supported the programme by playing an active
role during the United Nations’ General Assembly and in its various commissions.
The Scout Movement works with most UN agencies and the majority also take part
intheGDVduringJamborees.
WOSM has had general consultative status with the UN’s Economic and Social
Council since 1947. This long-standing contact dates back to the open relationship
between LordBaden-Powell and the LeagueofNations, following the FirstWorld
War.
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n The purpose of this chapter is to show how we can ensure financial autonomy
and sustainable financing for an organisation through a strategy to mobilise
resources.
1. Prerequisites for success
What aspects of strategy and planning need to be in place before a resource
mobilisation strategy can be developed? They are the prerequisites that we need
to establish by asking ourselves a series of questions that will enable us to have
an overview of the totality of possibilities, alternatives and means of diversifying
resources. These questions also need to be asked when thinking of financial
backers and donors, and of the demands for transparency and accountability that
they will make before making a commitment.
chapter 12
The Resource Mobilisation Strategy
The prerequisites- Establishing priorities: How does an NSO progress in identifying budgetary and
investment priorities?
- Establishing a budget: How does one establish a budget? Is it a series of figures
or the financial expression of policy and strategic choices?
- The financial system: Does the financial system chosen improve the transparency
and clarity of accounts, and reports to donors?
- Public image: How does an organisation progress with creating a positive public
image of Scouting?
- Marketing: Does the NSO have the means to implement a Marketing plan that can
attract future donors and patrons?
- The clarification of values: Why is it so important to clarify Scouting’s values
before developing a resource mobilisation strategy?
- The cause that Scouting defends: Has the NSO clarified the cause for which
Scouting exists in order to share it with donors and patrons?
2. Promoting the cause of the Scout Movement
Why should donors finance development work? The Scout Movement often makes
the mistake of thinking that the very fact that it exists should suffice to attract donors.
Instead of promoting the Scout Movement (its structure and members), one could
See Chapter 2, p. 16§ 2: Three major elements in
establishing a brand
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envisage highlighting its cause: What is the use of Scouting? Be prepared, fine.
But what for?
An identified cause enables us to create a closer relationship with donors who
identify with it, who are moved by it and who share it. Once that is established,
the marketing effort needs to focus on promoting this cause, on making it
understandable, legitimate and credible. The means of carrying it forward are then
simply strategic options that enable us to choose means that are appropriate for
the targets.
3. Strategic options
The strategic options depend on short- and long-term priorities and needs:
- creating capital and making it bear fruit
- managing intellectual property
- financing projects by appealing for donations
- creating services and getting them paid for
- reducing or increasing membership fees
- monitoring expenses and re-attributing means
4. Branding & Brand management
WOSM and its member Organizations know how to “do Scouting”, but they need
to know how to sell it. It needs “clients” (young people, future volunteers, partners)
to buy and adopt it. The sociologist Everett M. Rogers established a model to
explain the diffusion of a new product. This model can help us consider how to
manage the Scout brand 1:
Here, the capacity for innovation that we examined in the chapter on identity is
essential. Brands are born, live and die. In order to exist, they need to be able
to renew themselves. For the World Intellectual Property Organisation (WIPO) 2, a
trademark “is a distinctive sign which identifies certain goods or services as those
produced or provided by a specific person or enterprise”.
Branding is a very abstract field. It concerns contributing to a brand’s strategic
development, positioning, management or added value. Branding can be
conceived as a life-time project for a company. And why not for a non-
governmental organisation? Managing a brand requires patience, rigour, depth
and consistency. This implies constant strategy, a clear vision of the objectives to
achieve, participation, and also the development of awareness amongst members
so that they, too, convey the qualities of the brand.
1 The diffusion of innovation,Rogers, 1962.
2 WIPO is based in Geneva. www.wipo.org has interesting information on trademark protection (Madrid system).
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Brand protectionAs a brand name has a considerable symbolic connotation (e.g. Jaguar symbol-
ises speed), the word “Scout” needs to be protected. It cannot be trademarked as
the word exists in a generic sense, but it can be protected morally.
The best way of morally protecting the word and the brand name “Scout” is to
show what it is and what it is not. In the chapter on image, we saw that the image
is the result of an equation involving values, perception of values and Scouting
practices. We also saw in the chapter on partnerships that Scouting’s legitimacy,
visibility and credibility depend on its capacity to reach out and on its level of
partnerships.
Let us come back to legal protection. This can only be applied if the brand exists
and has been registered as a trademark. It can sometimes be applicable in the
event of moral damages suffered by an association and its members, for example
if someone makes illicit use of symbols, emblems and logos. In such cases, it is
worth getting specialised legal advice and checking current legislation.
Pirating our own brandThe brand logo is World Scouting’s signature. It consists of the World Scout
emblem (the fleur-de-lys), the word “Scouts” (our name is our fame), and the Vision
“Creating a Better World” (our big idea).
This brand is protected by international treaties on trademarks. Failure to respect it
is an act of piracy. Every member of the Movement must act responsibly and help
preserve its integrity.
For more information: scout.org/brand
5. Marketing & corporate image
Since the times of ancient Egyptians and Greeks, craftsmen authenticated their
products through an identifying mark. In order to distinguish themselves from
their competitors, whiskey producers did the same by branding their barrels. For
the same reason, it is important that the Scout Movement has a corporate image
(at world and national levels) that serves to distinguish and represent it. However,
a corporate image is not a brand image. The brand is not simply a logo or an
emblem. According to WIPO, a trademark is not simply a sign that distinguishes the
company, it is also the services that set it apart from its competitors.
For Scouting, therefore, the brand is not simply the fleur-de-lys. It would mean
associating the word “Scout” and the fleur-de-lys with the values and qualities that,
through an association of ideas, would create a representation of Scouting for its
target audiences.
In order to do so, you could use the strategic planning method presented in
Chapter 7.
See Chapter 8, p. 82§ 5: Image Policy & corporate image
§ Corporate image
See Chapter 3 p.25§ 10: The elements of differentiation
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6. Merchandising & Scout shops
Merchandising in ScoutingMerchandising consists of using names, the image of celebrities, events, logos,
works of literature or art for promotional or commercial purposes.
This practice is growing and has already reached the Scout Movement, which
knows how to use it to find new resources.
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Merchandising involves at least three areas of interest for Scouting:
- brand merchandising, based on products bearing the name, emblem or logo;
- celebrity merchandising, e.g. products bearing the image of the Founder;
- event merchandising, based on products related to the image and content of
events (e.g. a Jamboree).
Merchandising needs to respect both the corporate image of the organisation and,
of course, its values. For example, one could not imagine using a logo on a T-shirt
that does not correspond to the organisation’s visual identity (including the use of
colours).Neither could one imagine producing bottles of beer with the organsation’s
logo at an alcohol-free event (e.g. a Jamboree). Thus, merchandising needs to be
in line with a code of ethics. For example, one would avoid products involving the
use of child labour or those made from banned materials, such as ivory.
Legal protection for merchandising involves trademark law and legislation
concerning copyrights and unfair competition.
It needs to be prepared very carefully, integrating the registration of all possible
variations of the trademark and requires considering all possible ways in which it
could be imitated or used for illicit purposes. It also involves considering how to
counteract any such actions using the provisions of the law as mentioned above.
All these items are on sale at Scoutstore, the official World Scout shop.
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Scout shopsScout shops can use the principles of merchandising. In fact, it would be better to
say “must use”, in order to ensure exclusivity of distribution and sale of products
bearing a Scout trademark.
These products can be aimed at an internal client base. For example, it would be
a good idea to use products that could strengthen the sense of belonging, pride
and innovation by producing items that appeal to young people.
For sales to an external audience, the products could serve to promote the
Movement and its values. Fair trade could be a good way to convey the
Movement’s values, while creating a revenue stream for the Movement, as well as
an income and a gesture of solidarity for the manufacturer.
See Chapter 11, p. 108§ 3: Sharing Scouting’s
values with others
The World Scout ShopThe World Scout Shop sells items related to Scouting (clothes, badges, etc.),
training materials, educational publications, as well as equipment for camping and
open-air activities. WOSM started this enterprise in 1995 to ensure the distribution
of its products and to generate funds to invest in new services. The shop functions
as an online retailer as well as a wholesale distributor for retailers throughout the
world.
The shop belongs to Scout Resources International, a company based in France,
near the Geneva border. This company has a permanent license to make commercial
use of World Scouting trademarks.
For more information: worldscoutshop.org and scout-store.com
7. Fundraising: using partnerships
Partnerships can be a generous source of project funding for Scouting. Financial
partnerships are differentiated according to who provides the funds and their
source.
It is important to invite the financial partner to appear in public in order to use the
technique of co-branding and to benefit from sharing, or even exchanging, brand
images. This can be done quite simply, by working out a common Communications
plan. The scope could range from printing the partner’s logo on promotional
materials to a joint advertising campaign.
Such promotional efforts should not stop at showing that a partnership agreement
exists, but should build on the reasons underlying the partnership: common visions
and values, projects and action. Do not forget to work closely with the partner’s
Public Relations or Communications department or service.
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Grants & institutional matching grantsGrants come from governments, inter-governmental organisations and institutions.
Generally, nothing other than the implementation of the project for which the grant
was given is required in return.
Matching grants (co-financing) imply that the beneficiary organisation needs to
make a financial or material contribution in addition to carrying out the project.
Sponsors & patrons A sponsor provides support in return for promotion or advertising. A sponsor may
wish to benefit from your image, or show that it shares your humanist values.
A patron (in the sense of philanthropist) is a - generally wealthy - natural person
(or a corporate body) who provides material or financial support without any direct
benefit in return.
A patron (in the sense of benefactor) may be a natural person (or a corporate
body) who simply helps you to launch your project. Such patrons are precious, as
the initial resources are often the hardest to secure.
For some events, a patronage
committee can have a federating
effect. Such a committee was
created for the Peace Cruise in
1999, and included Yasser Arafat,
Federico Mayor, Shimon Peres
and Romano Prodi, to cite only
a few members. Each member
contributed in one way or another
to the success of the project.
For example, the Shimon-Peres
Foundation provided financial
support for the legs of the Cruise
around Israel.
8. Creating & leading projects
All too often, people think that an idea is self-sufficient – but an idea is not a
project. In order to move from an idea to the implementation of the idea, we need
to pass through the project stage. Just like the definition of a strategy, preparing
a project takes time. A project involves analysis, preparation, conception and
implementation, and requires a precise and meticulous methodological approach.
The most difficult period is when you are the focal point for the project – i.e. a time
when the project is on your shoulders and you have to literally carry the project
forward. This aspect is particularly important while fundraising.
The various Scout.Boom.Comm tools may help you to improve how you support
projects, and bring your ideas to fruition.
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The Brand StrategyThe Resource Mobilisation Strategy
The adventurer Steve Fossett was a member of the World Scout Committee. Famous for his numerous high-adventure records, Steve carried the colours of World Scouting high in the sky on Virgin’s Globalflyer.
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9. Donation campaigns
Organising a donation campaign requires using advertising and marketing
techniques.
Donation campaigns are very often directed towards a target audience that is
familiar with Scouting. You therefore need to “work” on this audience, by appealing
to emotions or experiences in order, for example, to reach former Scouts or former
Scouts’ relatives. You could appeal to people who were never involved in Scouting
(by making them dream of what they missed), and who may be prepared to
support the Movement.
Submitting a dossier for financial supportThe following is a proposed outline of what you should submit when seeking financial
support. Apart from the content, the presentation of the dossier is very important.
We thoroughly recommend that you do your utmost to show what you and your
project are capable of achieving through a well-designed layout. Your credibility will
also be conveyed by everything you do to improve the perception of those reading
your dossier (who do not know you). Consider your dossier as a medium.
1. A brief introduction to the project.
2. A brief presentation of the body submitting the project.
3. A presentation of the project including the reasons or observations that led you
to create the project, a presentation of the objectives, activities and means.
4. An outline of the Communications plan (if needed).
5. The project plan.
6. The project’s budget.
7. The evaluation method and expected multiplier effects, both for the project and
for the sponsor.
8. If necessary, the terms of agreement.
9. Annexes – to provide additional information that is not in the main text.
10. Illustrations (photographs, maps, etc.).
How should you present a project ?The key to success in fundraising is quite simple: a convergence of interests.
The French pilot and writer Antoine de Saint-Exupéry once said that “love is about
looking in the same direction”.
Fundraising is fairly similar. You have to look in the same direction through
negotiations that will guide the project leaders’ ambition and will towards the
desires and possibilities of the source of funding.
In order to do so, you first have to introduce yourselves and introduce the project.
Next, you have to negotiate. Then, if support is agreed, you have to ensure the
follow-up that will contribute to increasing the Movement’s credibility in the eyes
of the sponsor.
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Recommendations concerning the promotional tools to establish in order to
implement the campaign are provided in Chapter 8.
The main points of a donation campaignA donation campaign must respect certain rules and principles that need to be
communicated to the target audiences:
- be transparent;
- inform them of your code of ethics (you may wish to join an NGO grouping of
campaign organisers);
- let them know how their money will be used;
- make sure that only a reasonable percentage of the expected funds will be used
for the management of the campaign;
- provide regular status reports.
The communication streams of the campaign will need to be based on common
values (i.e. those presumably shared by the recipients of the promotional
materials). It is by showing concrete action that embodies these values that you
can elicit memories, emotions, regrets and support.
The donation campaign needs to be based on an analysis of a database of names,
which can be carried out through sociological tools that will enable you to become
familiar with each individual target and to adapt the message accordingly.
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See Chapter 8, p. 84 § 6: Means & tools of communication
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Special eventsEvents can be organised for fundraising purposes.
However, as for any fundraising campaign, work out your budget carefully to make
sure that you do not spend more in organising the event than the funds you expect
to receive!
The World Scout FoundationThe World Scout Foundation, which was launched in 1977, provides financial
support to World Scouting by actively seeking contributions from donors,
foundations, businesses and governments that seek to invest in youth programmes.
It has a fund of over 50 million Swiss francs. Its regular income is made available to
World Scouting. His Majesty, the King of Sweden has been the Honorary Chairman
since 1977.
The Baden-Powell Fellowship recognises people who have made a financial
contribution and who are committed to supporting the development of Scouting
around the world. There are currently more than 1,600 members in 70 countries.
For more information: scout.org/foundation
Scout foundationsScout foundations are an excellent means of establishing a stable income. Simply
creating one requires considerable energy and powers of persuasion. And you will
need even more to raise the capital that will subsequently generate disposable
income in the future.
While a Scout foundation will be a legal entity in its own right (and will thus be a
separate body from that of the Organization), it is important to ensure that statutes
allow for this, and that the creation of a foundation will not lead to a dysfunction
in terms of the Image and Communications Policy. The global strategy of the
foundation and its Communications strategic plan need to integrate part or all of
the NSO's Image Policy and corporate identity. Foundations are used to organise
fundraising campaigns and bequests.
See Chapter 8, p. 88§ 8: Events & ceremonies
How to organise these eventsThese events need to be organised according to the model presented in Chapter 8.
When they are successful, they fulfil several functions:
- fundraising,
- a Public Relations operation,
- a public affirmation of the Movement’s values and action,
- a get-together of current and former members, etc.
If you have a foundation, it is useful to organise this kind of event under the auspices
of the foundation.
H. M. the King of Sweden visiting the Jamboree like any other Scout.
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10. Taking an interest in one’s heritage
Scout heritage can also generate resources. Here is a brief list.
PropertyMaking the most of property is a response to two vital challenges facing certain
organisations:
- What can we do with property that is depreciating and that requires
maintenance?
- How can we find new resources?
It is the combination of these two questions that have led certain associations to
create youth hostels, recreation centres, etc., in buildings or on land that they own.
Renovating and adapting property for such purposes often makes use of volunteer
labour and patrons. Then, hard work is also needed to promote the new services
and, especially, to ensure that they will be managed effectively.
Intellectual & cultural heritageScouting’s intellectual and cultural heritage is evidently composed of archives,
but also of literary and artistic works: writings, photos, drawings, etc. When the
headquarters move, national teams leave and heads of services change, valuable
items can become dispersed. In the confusion, passionate collectors may seize
an opportunity or, worse, speculators may take advantage of the situation to sell or
exchange valuable works of art or literature.
There are a number of such cases in Europe. In France, the drawings of the
renowned artist Pierre Joubert are highly sought after. In Belgium, there are
countless comic books or strips that use the theme of Scouting.
One can consider these works in two ways:
- either they are simply considered as part of the association’s capital;
- or they are put on exhibition, or are reproduced.
In the latter case, copyright royalties and sales would provide a revenue stream.
You would need to organise a Public Relations event to launch the exhibition or
the reproductions.
Doing so requires measures to protect the heritage
against imitations and counterfeits.
History & merchandisingIf we stand back to take a good look at our cultural heritage,
there are a number of merchandising opportunities in reprints
and reproductions. For example, a portfolio of original
sketches created by well-known comic strip artists, or
the reproduction of early posters for a commemorative
event.
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See Chapter 4, p. 24 § 2: What is the use of archives?
Before Tintin became the most famous comic strip reporter, he was called Totor, and was the leader of the Maybug Patrol. Today, one cannot use Tintin drawings… the rights are highly protected.
Impeesa, the great adventure of Baden-Powell. A cartoon published by Lizard Edition, in 2007, under the auspices of the World Organization of the Scout Movement. Ref. Scoutstore 10061
Part 3: Implementing the Strategy
chapter 13 Planning 122 Why plan the Communications Strategy? The duration of the plan.
Establishing a work programme. Preparing a planning document.
chapter 14 The work structure 124 Providing an operational framework. A possible organisational structure.
Analysing the resources needed. Territorial networks.
Transversal cooperation.
chapter 15 Internal & external human resources 126 Communications: a real profession. A network of local leaders.
Training. Specialised fields.
Finding the resources to implement the plan. External resources.
chapter 16 The Communications budget 134 Part of the general budget. Specific budgets.
Preparing an External Relations budget.
chapter 17 The stages of evaluation & multiplier effects 136 Using pre-determined indicators. Sector evaluations.
The evaluation method. Multiplier effects.
The stages of evaluation.
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chapter 13
Planning
1. Why plan a Communications Strategy?
Planning enables Communication to be integrated into the general policy of the
organisation through providing it with a framework that is accepted and organised.
Planning should not generate constraints. On the contrary, it should create a
working space over a period of time that is sufficiently flexible so as to leave room
for creative work.
The advantages of planning- it provides a coherent framework for activities;
- it enhances the value of Comunications within the organisation;
- it clarifies the role of the three areas of the “Scouting’s Profile” priority
(Communications, Partnerships, Resources) within the organisation’s activities;
- it provides the opportunity for internal debate and may help to discard obsolete
practices;
- it counteracts the idea that Communications is simply a series of means and a
collection of tools;
- it enables follow-up, monitoring and evaluation to be carried out;
- it stimulates a pro-active approach;
- it helps to prioritise the actions to be taken;
- it allows us, every so often, to question whether we are on track or not;
- it legitimises the budget allocation.
2. Establishing a work programme
Planning involves examining all of the steps needed to guarantee the results of
our work. This is why it needs to cover the medium term and be broken down into
four main stages: analysis or audit, preparation and conception, implementation
and evaluation.
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3. The duration of the plan
The recommended duration of a Communications plan should be similar to that of
the global strategy plan, i.e. around three years. Beyond that, the plan will become
less relevant as economic factors accelerate and new communication and
information technologies appear. If the time frame is shorter, it will not be sufficiently
forward-looking.
You must accept to take your time. Solving an image problem or building a true
Public Relations Strategy cannot be done in a few weeks.
4. Preparing a planning document
The plan needs to be written down and be included in the Communications
strategic planning document.
The document should be simple, synoptic, understandable and easy to read so
that it can be shared and used regularly as a time check for when you need to
follow up on, or undertake, communications activities. Evidently, the plan can
always be revised to fit in with changes in the organisation’s overall schedule of
events and to adapt to unforeseen circumstances.
See Chapter 7, p. 74 (table)§ 15: Taking one’s time
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chapter 14
The work structure
1. Providing an operational framework
A plan is a tool to establish stability and forward-thinking. It describes an
operational framework that sets out everything that needs to be done, and by
when.
The coherence of a plan requires a working method (with a schedule) that ensures
the operational complementarity and transversality of the work to be undertaken,
as well as that of the people who are closely involved in the work.
The plan needs to provide objectives and work streams, and structure the
implementation work by indicating exactly what material and human resources are
necessary.
2. Analysing the resources needed
The work structure needs to be established according to an analysis of the human
resources (volunteers and professionals) needed to implement the objectives of
the strategic plan.
This analysis needs to take into account the organisation’s financial resources
and anticipate the people who will need to be mobilised during the course of the
plan.
3. Transversal cooperation
Transversal cooperation will firstly concern the two main blocks of “internal
communication” and “external communication”. As there can be no discrepancy
in how the basic elements of the Image Policy are used (e.g. the visual identity), if
the two entities are separate, they will need to communicate.
To take a concrete example, that of the use of the website for internal and external
communication, a decision will need to have been made as to which service (in
one of the two blocks), is responsible for the site.
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Cooperation is also indispensable in the following departments:
- Youth Programme, so as to enhance the value externally of the work that the
Movement undertakes;
- Adult Resources, so as to establish networks and recruit volunteers who are
specialised in Communications;
- the financial services, so as to organise fundraising.
4. A possible organisational structure
The different departments need to be created according to the organisation’s
needs and resources.
While we are presenting an ideal situation, in reality it is often just one person who
has to deal with all these aspects. Perhaps groups of volunteers could be created,
which (under the responsibility of a national Communications, External Relations or
Public Relations commissioner) could fulfil these functions and carry out the tasks
of these various departments.
5. Territorial networks
Territorial networks can be strengthened by volunteers who fulfil the functions
needed to develop internal and external communications at their level. These
networks can include Scouts and former Scouts who work professionally in the
area of Communications.
See Chapter 15, p. 128§ 4: A network of local leaders
“We must therefore re-interpret the functions of the Bureau in a systemic manner since it is clear that the Bureau must adapt both its operational structure, and its way of operating to better respond to the needs and better serve NSOs”. Luc Panissod, Acting Secretary General. Report to the World Scout Conference, July 2008.
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chapter 15
1. Communications: a real profession
The three areas of the “Scouting’s Profile” strategic priority (Communications,
Partnerships, Resources) require a high level of skills. Depending on the
organisation’s size and financial means, these skills may be put into practice by
professionals or volunteers.
Taking into account the organisation’s circumstancesEvidently, every NSO does what it can with the human (volunteer and professional)
and financial resources at its disposal. In this chapter, we will examine what the
most adequate structure could be in view of an NSO’s real circumstances and
ambitions. This said, we recommend that Communications should be practised
in the most professional way possible. This means that if competent professionals
are not available, the NSO’s leadership will need to invite volunteers in charge of
this sector to be trained or to work with professionals who volunteer their time. And
you may have such professionals amongst your former Scouts!
Internal & external human resources
Amateurs are false friendsCommunications is not for amateurs. The fact that the tools of information
technology are accessible to the general public makes people think that absolutely
anyone can “do communications”. Forget this. It is just as big a mistake to create
an amateurish website as it is to embark on a strategy by putting in place the means
before thinking about the goals. Moreover, it is often the same amateurs who think
that, because they are familiar with a particular layout or graphics software, they
know all about Communications. By trying to help out cheaply, you will end up with
new style errors and – worse still – errors of substance. If graphic design schools,
communicationsinstitutesandpressattachéschoolsexist,itisforareason.
2. Training
Training plays an essential role in implementing a Communications strategic plan,
especially in a volunteer-based organisation. Whether it is a matter of on-going
professional training to learn about new ways of using technology, or basic training
for volunteers who constitute a network of local leaders responsible for Public
Relations, training is essential and needs to be designed, at national level, as an
element of the strategy’s implementation.
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3. Finding the resources to implement the plan
Finding people with the right skillsThe responsibility for the Communications plan therefore needs to be entrusted
(preferably) to a professional who will be able to grasp the political and strategic
content and be able to find operational and technical solutions.
If a professional’s services are not possible, then a volunteer is needed who is able
to grasp the subject in a professional way. Moreover, this person needs to be able
to write the plan, or at least be able to coordinate the writing.
A special assignmentThe work on the plan could be envisaged as a
special assignment. Based on an assignment
memo addressed to top management, you
could establish the content of the assignment.
The memo would point out:
- the objective;
- the deadline for the plan;
- how it responds to the organisation’s
strategy;
- the need for each level, service and
department to collaborate on its creation.
Content of the special assignment The assignment needs to be carried out in cooperation with your NSO’s services
that are already involved in various aspects of Communications.
Moreover, the special assignment should have the following objectives:
- to establish collaboration between the various departments and levels of the
NSO on issues related to Scouting’s image, Communications, Partnerships and
Financial Resources;
- to coordinate research and the preparation of a strategy (content, budget,
implementation schedule);
- to prepare and produce explanatory materials, as well as training and develop-
ment tools for the national level (which are transferable to regional and local
levels).
Establishing a training programmeTraining will have several objectives:
- to implement the Communications plan at all territorial levels;
- to enable those in charge to specialise in such areas as Press Relations, Public
Relations, Institutional Relations;
- to establish a network of people who are trained and able to disseminate the
organisation’s messages quickly.
Representing the Scout Movement: knowing what to say, how to say it and how to show it. This publication can be downloaded from scout.org/media
128
As mentioned previously, the priority of “Scouting’s Profile” touches upon politically
sensitive elements that the top leadership must be aware of. This is why we
recommend that the approval of the assignment should come from the core
decision-makers (i.e. the elected National Committee and the Secretary General
of the organisation).
Creating a steering groupThe objective of this steering group would be to guide and follow up on the content
of the assignment.
The steering group would be composed primarily of representatives of the National
Committee, the Secretary General, and possibly representatives of members. It
would receive a regular progress report and would meet regularly in order to review
how the work has advanced. It would also organise the evaluation of the plan.
4. A network of local leaders
The Communications (or Public Relations) director could lead a network of
volunteers who are able to spread the organisation’s messages and thus ensure
an effective multiplier effect of information received from national level.
This network could also send information back up to the national level and, in
a transversal way, offer a meeting-place for specialised volunteers on specific
topics.
At local level, the leaders would play the same role as the Communications
director.
Carrying out the special assignment will require a budget in order to conduct
research, cover the fees of expert involvement (if needed) and publish the
document.
The link in terms of hierarchyThe following diagram illustrates why this special assignment needs to be
sanctioned by the top level of the organisation (management and general
assembly). The assignment could be placed under the responsibility of a specially
constituted steering group.
See Chapter 7, p. 45§ 2: Supporting change
See Chapter 17 p. 137§ 2: The evaluation method
129
5. Specialised fields
Here is a selection of specialised fields corresponding to professions that are
exercised in numerous NSOs. They are described briefly below. Each of these
professions corresponds to a department in the work structure.
Communications directorThis is the orchestra leader of Communications in the organisation.
He/she is the link between the Movement and external partners. This person needs
to be able to provide sufficient information on any question asked. If this person
cannot know everything, he/she should have a good knowledge of colleagues’
work in other departments so as to highlight their work when needed.
He/she must be integrated at a high level of the organisation.
Press attachéThis is the person who is specialised in press relations.
He/she needs to be familiar with all of the sectors: newspapers, magazines,
radio, television and specialised websites. In order to work efficiently, he/she
needs to have an address book that not only offers direct access to the media,
but especially to the journalists who deal with issues concerning education and
youth, or subjects in which Scouting is involved, such as the environment, youth
participation, civil society, etc.
The press attaché needs to know which contacts are best suited to treat a particular
subject that the Movement wants to present at a given time.
The press attaché needs to have good writing skills and be able to structure and
summarise information so as to be able to write the press packs and communicate
them. This person also needs to master computer tools so as to be able to
disseminate materials to journalists quickly.
PhotographerThe organisation’s photographer
will have an eye for capturing
the organisation’s image. He/she
produces photos at the press
attaché’s request. He/she may
also work for the organisation’s
magazines and for the website,
using a digital camera.
In some organisations, the
photographer also manages
the photograph library - a major
memory bank for an organisation.Waiting for a smile and capturing the moment.
See Chapter 6, p. 43 § 5: Adding a political dimension
See Chapter 9 p. 92§ 2: Understanding the media§ getting to know the journalists
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130
Graphic designerWhether or not graphic design and artwork are carried out using traditional or
digital means, they enrich an organisation’s communications, both conceptually
and graphically, through making messages more reader-friendly, and above all,
more relevant and effective. It is not simply about arranging the elements in an
attractive way, as the conceptual work concerns both the form and the content.
The graphic designer is the guardian of the visual identity guide, both for internal
and external communications.
A graphic designer who works on the Internet and intranet may also be a
multimedia production designer. Just like for traditional printed documents, he/she
may be responsible for the digital production chain.
The webmasterThe webmaster has become a kind of intermediary in terms of internal and external
communications. When defining what you want out of a site, it is very important
to include the webmaster at the highest level of reflection concerning the mode
of communication that you want to establish. This enables him/her to prepare
Archiving photographsIt is important to file photographs regularly. A photograph loses value if no one can
remember what it represents.
For photos on paper, it is important to prepare captions so as to preserve information
about them. This should include:
- the place and date the photograph was taken;
- a brief description of the situation, the names of the people in the photograph,
and the name of the photographer.
Concerning digital photographs, they can be archived on discs according to the
theme. Software exists to archive photographs with captions.
The publication production processThe graphic designer is often responsible for the entire production process, as
follows:
- a client orders the production of a message (e.g. a publication, advertisement,
etc.), based on the strategy;
- the graphic designer’s team conceives the graphic content and form;
- the graphic designer produces all of the elements of the document to be
published;
- the service bureau transforms the digital data into a format that the printer can
use;
- the printer produces the documents with the support of the graphic design,
- the binder and the finisher put the document in its final format.
131
the structure and administration of the site in a way that corresponds to the
organisation’s needs.
Whether or not the webmaster is a member of staff or a volunteer, he/she is not
simply a technician who manages the site. He/she is also a journalist who directs
a medium, similarly to an editor-in-chief of a magazine. His/her main concern is the
quality of the information provided.
Editor-in-chiefMost NSOs have one or more internal magazines. Producing and writing
these magazines require skills that need to be coordinated by a single person: the
editor-in-chief, assisted by an editorial committee.
The editor-in-chief leads the editorial committee in determining an editorial
direction and yearly plan. He/she ensures that the different writers produce their
articles, and that photographers and graphic artists produce illustrations. He/she
checks proposed corrections made by the editorial assistant and makes decisions
concerning text cuts and the choice of titles.
Editorial committeeThe editorial committee guarantees that the Movement’s messages are conveyed
in internal publications.
The usual tendency is to fill the columns of the institutional magazines with the
institution’s official messages. However, for a youth movement, which is also an
educational movement, it is important to move away from purely institutional texts
in order to reflect the reality of the Movement’s life and concrete action. If the
editorial committee offers room for debate and creativity, it can then be enriched
through youth participation and the participation of local-level volunteers and could
associate people (such as the graphic designer or photographer) whose primary
concern is not just text.
WOSM’s website offers both world and regional information in five languages (English, French, Spanish, Arabic and Russian). Thirty web editors operating from eight offices around the world contribute to it every day.
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132
LobbyistNot all organisations can afford a lobbyist. This specialist in negotiations is the
person who uses contacts to influence decisions amongst members of parliament
and ministry departments. He/she has the keys to open the doors to financing
that will be useful for
developing new activities.
It is important to associate
the lobbyist when writing
grant applications so as
to give him/her the widest
possible vision of your
dossier. Thus, he/she
will become the effective
spokesperson that you
need in order to get your
requests accepted.
6. External resources
You will find external resources through specialised agencies or partners who have
the means of supporting your initiatives in terms of communications.
External consultantsSelecting an external partner does not mean that you are dumping the work on
that party, but that you are seeking a resource, if possible connected to a need
expressed in terms of writing about or implementing action contained in the
Communications plan.
An external consultant is generally either a self-employed individual or a special-
ised firm. We recommend extreme caution because, as we have already said,
External Relations is a true profession. You should have the highest assurances of
the professional capacity of the consultant or consultancy firm that you select.
It would be useful, for example, to make a shortlist of consultants, based on a
pre-determined list of criteria (references, capacity for dialogue, ability to grasp the
issues that you face, creativity, the degree to which methodological tools, budget
and fees are in line with the mandate).
Your partner’s servicesWhen communicating about action undertaken with a partner, we recommend that
you work with your partner to prepare the means and tools of communication and
the implementation of tasks. Doing so will help you both to overcome your weak
points and bring your communication up to the level of your partner. In the event
of a fairly high-level partnership, you will gain new contacts that you can use in the
future.
Meeting the press in Burkina Faso in the presence of the Minister for Youth and Sports. Regional Communications
Forum, Ouagadougou, April 2008.
See Chapter 11, p. 108§4:Lobbying&InstitutionalRelationships
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Exploring...
To learn more•KnowinghowtogetorganisedisanessentialelementoftheScout
Method. But do you really know how it works? Do you think the
fundamental elements of this method can apply to adults?
Questions•Whyplan?Anational teamcould launchadebate tohelppeople
to gain a better understanding of the need to plan work before
undertaking it. In order to lead this debate, use the methodological
tools in Chapter 13.
•Why waste time on evaluation? This question is often asked by
those who think that evaluation is a waste of time. Use the
arguments in Chapter 17 to convince your reticent colleagues to
examine the results of the past.
Books•LePlandeCommunication,ThierryLibaert,EditionsDunod,2000.
•LaCommunicationévénementielle,ArnaudduMoulindeLabarthète,
Editions Desmos, Paris, 2001.
•RunningaPublicRelationsDepartment,MikeBeard,TheInstituteof
PublicRelations,London,2001.
On the web•StrategicPlanningKit:a tool tohelpNationalScoutOrganizations
conceive and implement a national strategy. In the strategy section
on scout.org
•The European Youth Council has produced several publications
for leaders of youth organisations that can be downloaded from:
www.coe.int/youth
•AMediaManagers’resourcecentre:scout.org/media
Keywords See the keywords concerning this chapter in the index on page 140.
They will help you with Internet research.
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chapter 16
The Communications budget
n The success of any plan, and the achievement of the objectives set, depend to
a large extent on the resources available. By starting with priorities, you can prepare
a budget that is action-oriented and based on cost estimates of all the material
means and resources needed to carry out the plan.
1. Part of the general budget
Just as we conceived the Communications strategic plan as part of the
organisation’s global strategy, the Communications budget needs to be conceived
as a part of the organisation’s general operating budget.
The Communications budget could be worked out for the duration of the
Communications plan, and thus establish a schedule for the release of funds.
This schedule will assist in integrating the Communications budget into
the general operating budget over several budgetary years. The recognition of
the Communications policy and its budget go hand in hand, and will lead to
the financial means that need to be made available and put to use throughout
the duration of the plan.
2. Preparing the communications budget
The budget needs to take into account the various planning steps involved from
the analysis to the evaluation.
The cost of preparing the plan- the elements related to the analysis;
- research, expert involvement and reports.
The implementation cost- creating an Image Policy, logos and visual identity guide;
- external services;
- staff;
- estimating resources;
- leading a volunteer network;
- means of internal communication: intranet, publications;
- means of external communication: Internet, promotional materials;
- special events.
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Implementing the StrategyThe Communications budget
Evaluation and multiplier effects- the cost of the stages of evaluation, monitoring meetings, surveys;
- the cost of operations to develop the multiplier effects, and establishing
networks.
3. Specific budgets
Specific project budgets may or may not be integrated into the Communications
budget depending on whether the budget lines reflect activities that are included
(or not) in the strategic plan. There may also be a specific project budget for an
exceptional activity (e.g. an event that has its own source of funding), or specific
budget lines when items are connected to the work of various departments within
the organisation’s structure.
Institutional relations and external representativesDeveloping Institutional Relations and representing the Movement externally can
take up a substantial amount of your budget. This work may involve numerous
trips and lobbying operations involving meals or cocktails (sometimes in expensive
restaurants). Such operations need to offer returns quickly, otherwise they will be
seen as pure extravagance.
FundraisingYou cannot raise funds without investing anything. Launching a fundraising
campaign or creating a Scout foundation requires an initial investment to create and
produce promotional materials and the marketing tools to launch the operation.
Here again, over the duration of the plan, the investment should quickly show
results and the management costs should remain at a reasonable level. Campaign
management costs that are close to 50% of the funds raised present a problem of
justifying the use of the donations. Monitoring the efficiency of a campaign needs
to include monitoring the management of the campaign and reporting to donors.
Reporting to donors is a sign of transparency that is part of the organisation’s code
of ethical behaviour.
Special eventsA special event such as a stage show, a commemorative activity, a large gathering,
etc., needs to have a specific project budget. This will include the estimated costs
involved in the event’s preparation, coordination, logistics and, of course, Public
Relations and Communications activities.
See Chapter 8, p. 88§ 8: Events & ceremonies
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chapter 17
The stages of evaluation & multiplier effects
n The simple fact of having defined priorities, objectives and steps does not,
in itself, produce results. Results depend on the performance of the operational
structure and of each person involved in implementing the plan. Evaluation,
therefore, serves to measure the individual and collective performance of everyone
involved in carrying out the Communications strategic plan.
Evaluating means:- making a collective (work structure) and individual (each volunteer or member of
staff) assessment of the plan’s results, which is justified through a process;
- appraising the work carried out by everyone involved;
- giving meaning to the content of the strategic plan (or giving it new meaning).
1. Using pre-determined indicators
Evaluation needs to be based on the indicators that were set when the plan was
being prepared. These indicators will have been proposed by the people who had
conceived the plan’s various implementation steps. Some of these people will
have been involved in carrying out the plan. The indicators can be of two types:
- indicators of change, which will enable you to measure whether change has
taken place;
- indicators of success, which will enable you to measure the degree to which the
intended changes have taken place.
Indicators enable you to assess where you are at and how you are progressing.
They also reveal any adaptations that need to be made in order to follow the
evolution of the situation.
Moreover, they reveal the areas in which the performance of individuals and of
the work structure could be improved so that the plan’s objectives (and more
particularly those of the organisation) are achieved.
See Chapter 7, p. 59§ 5: Using the situation analysis
as a starting point § Setting indicators
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Implementing the StrategyThe stages of evaluation & multiplier effects
Examples of indicatorsLetusimagineanorganisationthathasnoorlittlecontactwiththepress.Theindica-
tors could be as follows:
Indicator of change: “By the end of the plan’s implementation, our relations with
the press will have reversed. Journalists will contact us regularly and naturally
concerning subjects related to Scouting and youth, as opposed to the organisation
always having to contact the journalists”.
Indicator of success: “By the end of the plan’s implementation, the national media
(newspapers, radio, TV) and the regional press will have covered the totality of the
organisation’s national and regional events”.
2. The evaluation method
We suggested using a participatory method of preparing the strategic plan. As
we have already explained, participatory methods enable a better “buying-in”
of the plan’s content through greater individual and collective awareness. This
strengthens the sense of responsibility in each person concerned.
Using a participatory method for the evaluation will have the same effects.
- Participatory evaluation is a process undertaken by those involved in the project
(as opposed to a process involving external evaluators).
- Participatory evaluation consists of placing the actors in the role of evaluators.
- Participatory evaluation is part of the ongoing learning and training process.
- It enables each group of actors to become aware of what they have achieved
between the time of the analysis and conception of the project, and the
conclusion of its implementation.
- It is an instrument to manage the process of change.
Participatory evaluation could be organised by the steering group and moderated
by an external facilitator to ensure a certain degree of neutrality.
3. The stages of evaluation
The evaluation has to be planned right from the start of the project and be an
integral part of it.
A periodic evaluation can be conducted of a given set of objectives, at times
established in the plan. An annual evaluation will primarily concern the annual
objectives (e.g. the budget), whereas the final evaluation will assess the general
and strategic objectives, and the nature of the plan itself.
See Chapter 7, p. 46§ 2: Supporting change§ Opting for a participatory process
See Chapter 15, p. 128§ 3: Finding the resourcesto implement the plan§ Creating a steering group
138
The phases of evaluationWe propose that an evaluation should be organised around seven distinct phases:
- the clearly defined objectives of the project;
- the preparation of the evaluation;
- the definition of all the steps involved in the evaluation process;
- the collection of information (to measure discrepancies between the objectives
that were originally defined and the results achieved by the end of the project);
- an interpretation of the information gathered;
- the evaluation’s conclusion (a presentation of the results of the interpretation to all
of those involved, identifying new needs, defining the future of the plan);
- making use of the results, establishing multiplier effects and examining the
possibilities of replication or adaptation in other settings.
Annual evaluationThe annual evaluation needs to examine everything that was carried out during
the year, and should try to identify what modifications or adaptations may need to
be introduced. It needs to assess whether the course of operations and the work
structure are satisfactory, and it needs to assess the status of the budget.
Evaluation needs to be considered as a way of improving everyone’s performance
and that of the work structure, and as a training opportunity for volunteers and staff.
It should not be considered as a threat, nor should it be used as a platform for
non-constructive criticism.
Final evaluationThe final evaluation is needed in order to make an assessment of the entire project,
including the plan’s impact and effects. It needs to be based on the indicators of
change and success, and enable the multiplier effects to be established.
In combination with a new situation analysis, the final evaluation will provide an
outline of where the strategic plan should go next.
4. Sector evaluations
Evaluating the various sectors enables you to prepare the multiplier effects in
clearly defined sectors, as well as the elements to be analysed by the end of the
strategic plan.
If we stay focused on the three areas of the strategic priority “Scouting’s Profile”,
i.e. Communications, Partnerships and Resources, we would propose the
following three sectors:
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Implementing the StrategyThe stages of evaluation & multiplier effects
5. Multiplier effects
The impact and effects of the Communications strategic plan cannot be limited
to the action undertaken during the three years of its implementation, nor to the
impact and effects on the audience during this time.
The results of the evaluation will bring to light new elements, which will enable you
to either:
- continue with the totality or part of the plan, or certain activities;
- adapt to new circumstances, opportunities or constraints.
The results may stimulate new ideas or projects.
Multiplying the impact and effects of the plan, through the capacity to undertake
new activities that carry it forward, will help it reach a degree of sustainability within
the NSO’s policy on development and growth.
The multiplier effect is also the result of heightened awareness (raised prior to
launching the Communications strategic plan) of the fact that a Communications
Policy is an element that stimulates development and growth, due to the reasons
we explained in the chapter on image: image is an asset that needs to be
developed and consolidated.
Evaluating work on the imageThis involves evaluating:
- how the corporate image has been set in place and adopted within the
organisation;
- the external perception of the corporate image (the “brand”);
- how the press has translated the organisation’s messages;
- the changes (or lack of change) in the way the Movement’s image is represented
through the press.
Evaluating work on partnershipsOn the basis of your analysis of partnerships, you should measure:
- the quality of the partnerships;
- the quantity and nature of new partnerships;
- the diversification in partnerships according to fields of activity;
- the positioning of the Movement as a non-governmental organisation;
- the capacity to influence others concerning action that the Movement has launched
(youth policies, child protection, etc.).
Evaluating work to obtain new resourcesYou should be able to assess the extent of new resources and understand the
mechanisms involved that helped to obtain them.
See Chapter 5, p. 35§ 7: Governance, growth & development
See Chapter 7, p. 72§ 15: A chain reaction
140
Index, keywords & style guide
Keywords
This index is composed of 215 entries that should help you to:
- find your way around the publication;
- understand how the different subjects connect to and complement each other;
- facilitate searching the web through using the keywords in bold text.
Combining several keywords can help you to search in greater depth. For example:
“evaluation indicators” or “high-quality image” or “Communications Strategy”.
Activities (Scout) . . . . . . . . . . . . . . . . . . . . . 34, 64Advertising (corporate) . . . . . . . . . . . . . . . . . . . . . 78Analysis elements . . . . . . . . . . . . . 55 group . . . . . . . . . . . . . . . . 46, 58 method . . . . . . . . . . . . . . 54, 57, 58 results. . . . . . . . . . . . . . . . 55 situation . . . . . . . . . . . . . . 9, 54Angles . . . . . . . . . . . . . . . . . . . . . 96Approach global, holistic . . . . . . . . . 9, 14 methodological . . . . . . . . 11, 40, 42Archives . . . . . . . . . . . . . . . . . . . . . 28, 119Asset image. . . . . . . . . . . . . . . . 24, 30, 110, 139Audience target . . . . . . . . . . . . . . . . 41, 51, 61, 70 Scout . . . . . . . . . . . . . . . . 101Baden-Powell . . . . . . . . . . . . . . . . . . . . . 20, 26, 29, 79, 81, 119Brand functions . . . . . . . . . . . . . 16 image. . . . . . . . . . . . . . . . 15, 112 management . . . . . . . . . . 15, 111 manual . . . . . . . . . . . . . . . 83 promise . . . . . . . . . . . . . . 41 protection. . . . . . . . . . . . . 112 Scouting. . . . . . . . . . . . . . 16Branding and co-branding . . . . . . . . . . . . . . . . . . . . . 108Budget . . . . . . . . . . . . . . . . . . . . . 134Campaign communication . . . . . . . . 117 donations . . . . . . . . . . . . . 116Caricature . . . . . . . . . . . . . . . . . . . . . 30Characteristics (Scouting) . . . . . . . . . . . . . . . . . . . . . 19Ceremonies (Scout) . . . . . . . . . . . . . . . . . . . . . 88Co-financing (institutional) . . . . . . . . . . . . . . . . . . . . . 108
A
B
C
141index, keywords & style guide
Communications axes . . . . . . . . . . . . . . . . . 68 corporate . . . . . . . . . . . . . 76 crisis. . . . . . . . . . . . . . . . . 89 director . . . . . . . . . . . . . . . 129 decision-makers . . . . . . . 45, 46 internal . . . . . . . . . . . . . . . 100 material. . . . . . . . . . . . . . . 114, 117, 134 means . . . . . . . . . . . . . . . 74, 84 objective. . . . . . . . . . . . . . 52, 62 Policy . . . . . . . . . . . . . . . . 41, 56, 134 Strategy . . . . . . . . . . . . . . 47, 62 tools . . . . . . . . . . . . . . . . . 84 vector . . . . . . . . . . . . . . . 81, 100Competition . . . . . . . . . . . . . . . . . . . . . 25, 57Context (relationship) . . . . . . . . . . . . . . . . . . . . . 105Copyright . . . . . . . . . . . . . . . . . . . . . 79, 112Credibility . . . . . . . . . . . . . . . . . . . . . 103Culture (Scout) . . . . . . . . . . . . . . . . . . . . . 19Democratic (process) . . . . . . . . . . . . . . . . . . . . . 24, 46, 47Development . . . . . . . . . . . . . . . . . . . . . 23, 24, 30, 146Differentiation . . . . . . . . . . . . . . . . . . . . . 25, 111Documents, documentation . . . . . . . . . . . . . . . . . . . . . 58Donations . . . . . . . . . . . . . . . . . . . . . 116Editor-in-chief . . . . . . . . . . . . . . . . . . . . . 131Editorial committee . . . . . . . . . . . . . . . . . . . . . 131E-mail . . . . . . . . . . . . . . . . . . . . . 100Emblems . . . . . . . . . . . . . . . . . . . . . 79, 80, 82, 112Ethic . . . . . . . . . . . . . . . . . . . . . 108, 110, 117Evaluation indicators . . . . . . . . . . . . . 136 method . . . . . . . . . . . . . . 137 participatory . . . . . . . . . . . 137 stages . . . . . . . . . . . . . . . 137 tools . . . . . . . . . . . . . . . . . 137Events (Scout) . . . . . . . . . . . . . . . . . . . . . 88, 118, 135Fair trade . . . . . . . . . . . . . . . . . . . . . 114Finances . . . . . . . . . . . . . . . . . . . . . 63, 104, 110Flags . . . . . . . . . . . . . . . . . . . . . 81Foundations (Scout) . . . . . . . . . . . . . . . . . . . . . 118Fundraising . . . . . . . . . . . . . . . . . . . . . 15, 114Globalisation . . . . . . . . . . . . . . . . . . . . . 23, 31Goals . . . . . . . . . . . . . . . . . . . . . 40, 41, 55Governance . . . . . . . . . . . . . . . . . . . . . 34Grants . . . . . . . . . . . . . . . . . . . . . 115Graphic designer . . . . . . . . . . . . . . . . . . . . . 130Growth . . . . . . . . . . . . . . . . . . . . . 8, 35, 146Heritage . . . . . . . . . . . . . . . . . . . . . 28, 29, 119History . . . . . . . . . . . . . . . . . . . . . 26Identity collective . . . . . . . . . . . . . 23, 25 real . . . . . . . . . . . . . . . . . . 18 Scouting. . . . . . . . . . . . . . 18, 24 symbolic. . . . . . . . . . . . . . 18 visual . . . . . . . . . . . . . . . . 82, 83Identification . . . . . . . . . . . . . . . . . . . . . 21Image component elements. . . . 35 corporate . . . . . . . . . . . . . 82 equation . . . . . . . . . . . . . . 32 linked to identity . . . . . . . . 22, 24, 98 measuring . . . . . . . . . . . . 57 Policy . . . . . . . . . . . . . . . . 41, 82, 100
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Indicators change. . . . . . . . . . . . . . . 59, 137 evaluation. . . . . . . . . . . . . 59, 137 success . . . . . . . . . . . . . . 59, 137Information source . . . . . . . . . . . . . . . 77Innovation . . . . . . . . . . . . . . . . . . . . . 19, 20, 25Internet . . . . . . . . . . . . . . . . . . . . . 99Interviews . . . . . . . . . . . . . . . . . . . . . 95Intranet . . . . . . . . . . . . . . . . . . . . . 100Jargon . . . . . . . . . . . . . . . . . . . . . 94Journalists . . . . . . . . . . . . . . . . . . . . . 92Legitimacy . . . . . . . . . . . . . . . . . . . . . 102Lobbying . . . . . . . . . . . . . . . . . . . . . 108, 109Lobbyist . . . . . . . . . . . . . . . . . . . . . 132Logo . . . . . . . . . . . . . . . . . . . . . 80, 83Law (Scout) . . . . . . . . . . . . . . . . . . . . . 19, 23, 79Magazines (Scout) . . . . . . . . . . . . . . . . . . . . . 101Management (organisation) . . . . . . . . . . . . . . . . . . . . . 40, 45, 124Marketing . . . . . . . . . . . . . . . . . . . . . 78, 112Matching grants . . . . . . . . . . . . . . . . . . . . . 115Meaning . . . . . . . . . . . . . . . . . . . . . 18, 40Media . . . . . . . . . . . . . . . . . . . . . 90Memory . . . . . . . . . . . . . . . . . . . . . 26Merchandising . . . . . . . . . . . . . . . . . . . . . 113, 119Message . . . . . . . . . . . . . . . . . . . . . 40, 41, 51, 69Mission human resources. . . . . . . 126Mission Scouting. . . . . . . . . . . . . . 16, 19Mobilisation (internal) . . . . . . . . . . . . . . . . . . . . . 47Motto . . . . . . . . . . . . . . . . . . . . . 80Multiplier effect . . . . . . . . . . . . . . . . . . . . . 139Network (territorial) . . . . . . . . . . . . . . . . . . . . . 125, 128Newsletter (Scout) . . . . . . . . . . . . . . . . . . . . . 100Non-governmental organisation . . . . . . . . . . . . . . . . . . . . . 105Objectives communication . . . . . . . . 41, 52, 63 formulation . . . . . . . . . . . . 62 strategic . . . . . . . . . . . . . . 42Operational framework . . . . . . . . . . . . . . . . . . . . . 124Opinion polls / barometers . . . . . . . . . . . . . . . . . . . . . 58Partners . . . . . . . . . . . . . . . . . . . . . 63Partnerships . . . . . . . . . . . . . . . . . . . . . 15, 102Patronage, patrons . . . . . . . . . . . . . . . . . . . . . 115Perceptions . . . . . . . . . . . . . . . . . . . . . 22Photographer . . . . . . . . . . . . . . . . . . . . . 129Photographs . . . . . . . . . . . . . . . . . . . . . 99, 130Plan content. . . . . . . . . . . . . . . 42 duration . . . . . . . . . . . . . . 123 idea . . . . . . . . . . . . . . . . . 45 implementation . . . . . . . . 43 strategic . . . . . . . . . . . . . . 41, 45Planning . . . . . . . . . . . . . . . . . . . . . 122Political dimension . . . . . . . . . . . . . . . . . . . . . 43Press attaché . . . . . . . . . . . . . . . 129 book. . . . . . . . . . . . . . . . . 97 conference. . . . . . . . . . . . 51, 97 pack. . . . . . . . . . . . . . . . . 97 relations . . . . . . . . . . . . . . 90 release . . . . . . . . . . . . . . . 97 review. . . . . . . . . . . . . . . . 97 visits . . . . . . . . . . . . . . . . . 97Principles (fundamental) . . . . . . . . . . . . . . . . . . . . . 19
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Priorities (strategic) . . . . . . . . . . . . . . . . . . . . . 42Process (decision-making) . . . . . . . . . . . . . . . . . . . . . 45Promise . . . . . . . . . . . . . . . . . . . . . 19, 21Promotion . . . . . . . . . . . . . . . . . . . . . 77Propaganda . . . . . . . . . . . . . . . . . . . . . 70Publication production process . . . . . . . . . . . . . . . . . . . . . 130Public awareness . . . . . . . . . . . . . . . . . . . . . 58, 78, 82Reaching Out . . . . . . . . . . . . . . . . . . . . . 22, 69Reaction (chain) . . . . . . . . . . . . . . . . . . . . . 72Relations External. . . . . . . . . . . . . . . 15 Institutional . . . . . . . . . . . . 108 Public . . . . . . . . . . . . . . . . 90Representation image. . . . . . . . . . . . . . . . 18, 21 sex (gender). . . . . . . . . . . 21, 23, 25Representations (external) . . . . . . . . . . . . . . . . . . . . . 109Representing (Movement, externally) . . . . . . . . . . . . . . . . . . . . . 109, 127Research (scientific) . . . . . . . . . . . . . . . . . . . . . 28Resources external. . . . . . . . . . . . . . . 132 human . . . . . . . . . . . . . . . 126 internal . . . . . . . . . . . . . . . 126 financial . . . . . . . . . . . . . . 110Rituals . . . . . . . . . . . . . . . . . . . . . 20, 88Scouting practice . . . . . . . . . . . . . . 33Scouting’s Profile Communications . . . . . . . 14, 76, 100 Partnerships . . . . . . . . . . . 14, 102 Resources . . . . . . . . . . . . 14, 110 Strategy . . . . . . . . . . . . . . 14Semiotics . . . . . . . . . . . . . . . . . . . . . 58Shops (Scout) . . . . . . . . . . . . . . . . . . . . . 114Slogan . . . . . . . . . . . . . . . . . . . . . 80Society (civil) . . . . . . . . . . . . . . . . . . . . . 107Sponsoring, sponsors . . . . . . . . . . . . . . . . . . . . . 115Steering group . . . . . . . . . . . . . . . . . . . . . 115Strategy approach . . . . . . . . . . . . . 11, 40 global . . . . . . . . . . . . . . . . 40, 43 plan . . . . . . . . . . . . . . . . . 41Structure of the organisation . . . . . . . . . . . . . . . . . . . . . 45Structure of work . . . . . . . . . . . . . . . . . . . . . 124Surveys . . . . . . . . . . . . . . . . . . . . . 58Symbols . . . . . . . . . . . . . . . . . . . . . 79SWOT . . . . . . . . . . . . . . . . . . . . . 58Targets . . . . . . . . . . . . . . . . . . . . . 41, 51, 61, 70Themes . . . . . . . . . . . . . . . . . . . . . 66, 67Trademark . . . . . . . . . . . . . . . . . . . . . 112Traditions . . . . . . . . . . . . . . . . . . . . . 18, 20Training . . . . . . . . . . . . . . . . . . . . . 126Trends . . . . . . . . . . . . . . . . . . . . . 20, 55, 56Uniform (Scout) . . . . . . . . . . . . . . . . . . . . . 81Values sign (symbolic) . . . . . . . . 18 Scout . . . . . . . . . . . . . . . . 18, 67 use . . . . . . . . . . . . . . . . . . 18Visibility . . . . . . . . . . . . . . . . . . . . . 102Vision of the organisation . . . . . . . . . . . . . . . . . . . . . 16, 67Visual identity guide . . . . . . . . . . . . . . . . . . . . . 83Webmaster . . . . . . . . . . . . . . . . . . . . . 130
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Style guide
What is it?A style guide is a set of rules governing the formatting of printed or electronic
texts. A style guide therefore needs to be used when preparing a printed or online
publication.
The style guide concerns abbreviations, hyphenation, spacing, line spacing, use
of italics and upper - and lower - case letters. It also governs how numbers are
written, how paragraphs are formatted, the use of punctuation, and where titles
are positioned.
The graphic designer, who is responsible for ensuring that the presentation of a
document corresponds to the agreed layout, integrates these rules into the design
project. Proofreaders are careful to ensure that the rules are respected when
checking the texts.
The use of a style guide enables a page that is well laid out to attain a certain level
of quality. When this is combined with the application of grammar and spelling
rules 1, as well as a smooth syntax, the text becomes a more comfortable exercise
for the reader.
Each language has its typographical rules. We generally refer to the style guide
used by the press, and this is what we have done in this publication.
1 Abrégé du Code typographique à l’usage de la presse, CFPJ, Paris
The typography used in Scout.Boom.Comm
Title: Swiss 721 thin/Impact 24pt, violet: Pantone 527 (CYMK: 79/94/0/0),
line spacing 28 pt, left alignment.
Scouting’s ProfileSubtitle: Impact 12 pt, orange (CYMK: 0/63/100/0),
line spacing 15 pt, left alignment.
Scouting’s Profile
First subhead: Impact 10 pt, black, line spacing 15 pt, left alignment.
Scouting’s Profile
Second subhead: Swiss 721 Bd Cn BT 10 pt, black,
line spacing 15 pt, left alignment.
Scouting’s Profile
145
Creating your own style guideNevertheless, traditions and common practice within an organisation concerning
how text is presented often add other elements to these basic rules. This is why we
have respected the slightly abusive use of capital letters for certain words such as
“Scouting” and “Movement”, which, in a non-Scout text, would be spelt “scouting”
and “movement” (as they would be used in a generic sense).
Exceptions concerning capital lettersThe exceptions that we have accepted in this publication concern Scouting
terminology and highlight the importance that certain words represent in Scouting,
or refer to established entities or concepts in a Scouting-specific sense. Here are
a few examples:
- World Scout Bureau;
- Scout Law;
- Mission;
- Scout Movement;
- World Organization of the Scout Movement;
- Youth Programme;
- Scout Promise;
- Adult Resources.
We also accepted capital letters for certain words when they affirmed the global
concept of what they represented in terms of a specialised field or field of activity.
Here are a few examples:
- An Image Policy (but we use “corporate image”).
- The Communications Policy (but we use “means of communication”).
- The head of Public Relations and the Director of Communications.
index, keywords & style guide
Text: Swiss 721 Th BT 10 pt, black, line spacing 15 pt, justified.
The use of a style guide enables a document that is well laid out to attain a
certain level of quality.
Box titles: Impact 10 pt, black, line spacing 15 pt, justified.
Box text: Swiss 721 Cn It BT 10 pt, line spacing 15 pt, justified.
Box borders: 0.5 pt, violet, text indent 10 pt.
What is it?The use of a style guide enables a document that is well laid out to attain a certain
level of quality.
The campaign entitled “Better Scouting for More Young People - Action for Growth” was launched at the World Scout Conference in July 2008. It aims to develop awareness of the need to take action amongst averyone responsible for the development of the Movement. Communications and Marketing are part of the indispensable elements needed to stimulate growth. The kit is available at: scout.org/growth
BibliographyReferences to publications and writings in Scout.Boom.Comm
Abrégé du code typographique à l’usage de la presseCentre de formation et de perfectionnement des journalistesParis, France
Achieving the Mission of ScoutingWorld Scout BureauGeneva, Switzerland, 2000
Approche de la planification de la CommunicationJohn MiddletonUNESCO Publishing, Paris, France, 1987 (out of print).
Brands and BrandingRita Clifton and John SimmonsThe Economist, London, United Kingdom, 2003
Constitution and By-Laws of the World Organization of the Scout MovementGeneva, Switzerland, 1983
Construire des actions collectivesBernard Dumas, Michel SéguierEditions Chronique Sociale, Lyons, France, 1999
Corporate advertisingThe what, the why and the how,McGraw-Hill, 1981
Dictionnaire des médias et du multimédiaEditions Pocket, Paris, France, 1995
The Thames & Hudson Dictionary of Graphic Design and DesignersAlan and Isabella LivingstonThames & Hudson, London, U.K., 1998
Diffusion of Innovations Everett M. RogersThe Free Press. New York, USA, 1962
Basic Planning KitWorld Scout BureauGeneva, Switzerland, 1987
Scouting in PracticeWorld Scout BureauGeneva, Switzerland, 1996
Encyclopédie de la chose imprimée : du papier à l’écranCo-ordinated by Marc Combier and Yvette PesezEditions Retz, Paris, France, 1999
Fundamental PrinciplesWorld Scout BureauGeneva, Switzerland, 1992
Image of ScoutingAsia Pacific RegionWorld Scout Bureau, Manila, Philippines, 2002
La Communication MarketingJean-Marc DécaudinEditions Economica, Paris, France, 1999
L’art d’influencerAlex MucchielliEditions Armand Collin, Paris, France, 2000
The Education of Young People: A statement at the dawn of the 21st century, 1997
Aids to ScoutmastershipRobert Baden-PowellWorld Brotherhood Edition, USA, 1919
Le Plan de CommunicationThierry LibaertEditions Dunod, Paris, France, 2000
Le problème des générationsKarl MannheimEditions Nathan, Paris, France, 1990
L’identitéCoordinated by Jean-Claude BorbalanEditions Sciences Humaines, Auxerre, France, 1998
Pocket MarketingThe Economist, London, U. K., 2001
PublicitorJacques Landrevie and Bernard BrochandEditions Dalloz Gestion, Paris, France, 2001
Public Relations StrategySandra OliverThe Institute of Public Relations, London, U. K., 2001
Running a Public Relations DepartmentMike BeardThe Institute of Public Relations, London, U. K., 2001
Scouting for BoysRobert Baden-PowellWorld Brotherhood edition, USA, 1946
The Essential Characteristics of ScoutingWorld Scout BureauGeneva, Switzlerland, 1996
The Language of PoliticsHarold LasswellGeorge W. Stewart Publisher, New York, USA, 1949
Théorie de l’agir communicationnel(Theory of Communicative Action)Jurgen HabermasEditions Fayard, Paris, France, 1987
A Strategy for ScoutingWorld Scout BureauGeneva, Switzerland, 2001
World Organization of the Scout Movement,is scouting an Equitable BrandAllison Leslie GreenResearch 2001-2002