module 21 growing the movement (managers) module 21 growing the movement (managers) presenters :...

Module 21Growing the Movement (Managers)

Module 21

Growing the Movement(Managers)

Presenters :

Stuart NimmoDistrict Commissioner (Bablake District)

Jo BrownExplorer Scout Leader (Hinckley, Leicestershire) (ex-Development Officer)

City of Coventry Scout County

Module 21Growing the Movement (Managers)

Remember through out this process…

Impossible is just a big word thrown around by peoplewho find it easier to live in the world they’ve beengiven than to explore the power they have to change it.

Impossible is not a fact. It’s an opinion.

Impossible is not a declaration. It’s a dare.

Impossible is potential.

Impossible is temporary.

Impossible is nothing.

Taken from an Adidas Advert

Module 21Growing the Movement (Managers)

And some other wise words…

Just do it!

Module 21Growing the Movement (Managers)

Some tools for growth

Explain the structure and purpose of the Adults in Scouting model

Describe the Six Step Approach to the recruitment of adults.

Describe the Appointment process for Adults taking on both Warranted and unwarranted positions in Scouting.

State the principles of the key stages of induction of adults

Describe the purpose, benefits and necessary elements of effective reviews.

Plan how they would fulfil their responsibilities within the Adults in Scouting model

Key objectives

Module 21Growing the Movement (Managers)

Adults in Scouting Model

RetirementReview

orEvaluation

ActivitiesMutual

agreement &appointment

Assessmentof need &

recruitmentIntegration

Renewal

Reassignment

Training&

Support

I know what my job is...

…and how I fitinto Scouting I get a chance

to have a go

I regularlyhave areview

I know whereto get support

I know how todo my job

Module 21Growing the Movement (Managers)

Finding the Right Person to ask... Define the job that needs to be done

List the skills and qualities needed

List the people who could do the job

Target the best choice

Ask them

When they say yes…

Six Step Approach to Recruitment

Module 21Growing the Movement (Managers)

Six Step Approach to Recruitment

Define the job that needs to be done.

Use a sample job description to figure out what is needed

STEP1

Module 21Growing the Movement (Managers)

Step 1 - finer points…

What you do want the person to do? (Job title and purpose)

Where and when? What help do they get? What they will get out of it? Be honest. What will this involve? List the tasks they will

have to do. Who will they be working with? Who are they

responsible to and for? What equipment and facilities will be on hand? What commitment do you want from them?

Module 21Growing the Movement (Managers)

Six Step Approach to Recruitment

List the skills and qualities needed.

Any special skills, understanding or general willingness to help.

STEP2

Module 21Growing the Movement (Managers)

Step 2 - finer points…

Draw up a profile of the ideal person for the position

Define the skills they need. What knowledge do they need? Any personal qualities the ideal candidate will

need. Rank skills, knowledge and personal qualities

as ESSENTIAL, IMPORTANT, USEFUL Remember you are not thinking of a particular

person but the type of person who best do the person.

Module 21Growing the Movement (Managers)

Six Step Approach to Recruitment

List the people who could do the job.

Don’t forget to include anyone with useful contacts to add to the list.

STEP3

Module 21Growing the Movement (Managers)

Step 3 - finer points…

Start looking outside ‘the box” - look wider than your immediate circles.

Network with people - talk to them. List other organisations

- Parent groups- Council of Voluntary Services- Other community groups

Generate the list.

Module 21Growing the Movement (Managers)

Six Step Approach to Recruitment

Target the best choice

Address the list, prioritise, decide who is best to ask.

STEP

4

Module 21Growing the Movement (Managers)

Step 4 - finer points…

Narrow down a list - target it, best choice etc Don’t allow personal prejudices or inaccurate

assumptions creep in. Target all on the list, even if you don’t expect

them to say yes - you may be surprised. If no one matches your criteria listed in the

profile, re-address the criteria - divide up if necessary.

Keep all lists they may come in useful later.

Module 21Growing the Movement (Managers)

Six Step Approach to Recruitment

Ask them

use job description drawn up Step 1 to explain and sell the volunteer into your vacant position.

STEP5

Module 21Growing the Movement (Managers)

Step 5 - finer points…

Decide who is doing the asking. Arrange the meeting Don’t scare them - make it friendly Don’t appear desperate

- you will end up pressurising them Be open with them, tailor your expectations to

meet their willingness.

Module 21Growing the Movement (Managers)

Six Step Approach to Recruitment

When they say YES…

Plan their induction, support them. If you get a No ask them for a name to try.

STEP

6

Module 21Growing the Movement (Managers)

Step 6 - finer points…

CRB Appointment form Provisional Appointment Find them a training advisor Support them, guide them through the early months Welcome pack? Agree to mentor them, agree a interim review date to

check on how they are getting on. Ease them in Get the balance of informal and appropriate formal

training to help get them started in their new scouting job.

Module 21Growing the Movement (Managers)

Lets go and recruit…

ScenarioThe Scout Group is holding a Christmas Bazaar. You need someone to be Father Christmas in the Grotto. However all your leaders are either too young or too athletic.

Module 21Growing the Movement (Managers)

Lets go and recruit…

Step One – list the job details

Deliver presents

Look after reindeer

Drive a flying sleigh

Live in a cold environment

Be free over the Christmas period

Module 21Growing the Movement (Managers)

Lets go and recruit…

Step Two – describe the ideal person

Have a white beard

Look good in red

Fit down chimneys

Sense of humour

Hold a sleigh driving licence

Good with children

Suitable to work with young people – CRB cleared

Module 21Growing the Movement (Managers)

Lets go and recruit…

Step Three – search for options

Local paper

Word of mouth

Job Centre

TV

Parents

Radio

Scouting Magazine

Local supermarket

Over 60’s club

Volunteer bureau

Module 21Growing the Movement (Managers)

Lets go and recruit…

Step Four – target the best choice

Nominate people known to them

Create a list of people

Vote for who could best do the job

Record the number of votes

Prioritise the remaining candidates

Module 21Growing the Movement (Managers)

Lets go and recruit…

Step Five – ask them to do the job

Start with your first choice

If they decline

Ask the next on the list and so on…

Do this until you have filled the role

Module 21Growing the Movement (Managers)

Lets go and recruit…

Step Six – follow up

Criminal records check if not done for Scouting

Local references

Appointments Sub-Committee dates

Training adviser

Training

Module 21Growing the Movement (Managers)

Appointment Process

Application form complete

Individual

CRB Form complete

HQ initial enquiry clear

Provisional AppointmentIssued and trainingAdviser assigned

Appts sub-Comm and DC

CRB Form sent to CRB

Getting Started CRB disclosure clear

Appt Presented

Module 21Growing the Movement (Managers)

Quick task to start thinking about Review…

Think of all the words that you associate with individual review, write them on Post-it Notesand stick them on a poster under the headings“POSITIVE” and “NEGATIVE”

Think about your experiences both in and outside Scouting

Review - Valuing people

Module 21Growing the Movement (Managers)

Adults in Scouting Model

RetirementReview

orEvaluation

ActivitiesMutual

agreement &appointment

Assessmentof need &

recruitmentIntegration

Renewal

Reassignment

Training&

Support

I know what my job is...

…and how I fitinto Scouting I get a chance

to have a go

I regularlyhave areview

I know whereto get support

I know how todo my job

Module 21Growing the Movement (Managers)

Review - Valuing People

What?

Module 21Growing the Movement (Managers)

Review - Valuing People

Why?“Organisers of voluntary activities should maintain regular contact wit their volunteers, look for signs of

over-involvement, and take steps to ease the pressure where necessary”

- National Volunteers Bureau

Module 21Growing the Movement (Managers)

Review - Valuing People

Who?

Module 21Growing the Movement (Managers)

Outcomes of Review

• Renewal - continuing with new or revised objectives

• Re-assignment - change to a different or more fitting role

• Retirement / Resignation- this may not be permanent, and being positive about adults choosing to resign may leave them more favourable to returning in the future.

Module 21Growing the Movement (Managers)

Moving Forward

Explain the benefit of having and using group, District and county Development Plans

Describe attractive methods to encourage the successful transfer of young people from one section to the next.

Describe effective ways to recruit and retain young people.

Describe how to manage waiting lists effectively.

Key objectives

Module 21Growing the Movement (Managers)

Moving Forward

Transfer

Retaining

Recruiting

Growing the Movement

Module 21Growing the Movement (Managers)

Selling Scouting

Explain and demonstrate how effective media relations can support the promotion of scouting in the wider community

Use effective marketing techniques to support the development of scouting

Outline the needs, responsibilities, legal considerations and benefits of a variety of potential fundraising opportunities

Key objectives

Module 21Growing the Movement (Managers)

Selling Scouting

Attractive to young people i.e. delivers high quality balanced programmes

Fulfilling for adult Members i.e. well managed adults, teamwork and more people doing less

Trusted by parents

Valued by society

Outward looking

Forging community links

Media relations

Module 21Growing the Movement (Managers)

Selling Scouting

Suggestions should include increased:

Visibility of scouting

Awareness of scouting

Understanding of Scouting

Acceptance of scouting as part of the community

Brainstorm the benefits to Scouting of effectivemedia relations

Module 21Growing the Movement (Managers)

Selling Scouting

Existing Leaders – we need to continue to motivate and support existing leaders. Internal documentation such as newsletters and so on are a good method for doing this.

Young people – we need to show young people, both inside and outside Scouting, fun, enjoyment, and challenges that the Movement offers.

Society – we need to show the “outside world” the benefits that Scouting has to society and the opportunities it offers.

Module 21Growing the Movement (Managers)

Selling Scouting

Consider the following questions and write youranswers on a Post-it Notes:

A. What are the positive things that we as individuals benefit from being involved in scouting?

B. What are the positive images that we believe other adults have of scouting?

Module 21Growing the Movement (Managers)

Selling Scouting

AFriendship

World appreciationInvolvement

Working with young peopleProgressive guidance

ValuedDoing a worthwhile job

OpportunitiesSelf esteem

Valued to supply character referencesPersonal achievementCareer development

BValuesTrust

High moralsProvide fun

Give young people responsibilityReliabilityHonest

Teaches teamworkVoluntary help

Doing a good jobAllows young people to achieve

Encourages respect

Module 21Growing the Movement (Managers)

Selling Scouting

Religious and community leaders (Community)Local authority (Education)Local traders and businesses (Business)Local clubs and associations (Community)Schools and colleges (Education)Chamber of commerce (Business)Parents (Community)Work colleagues (Business)Other youth groups (Education/

Community)

Module 21Growing the Movement (Managers)

Selling Scouting

Module 21Growing the Movement (Managers)

Module 21Growing the Movement (Managers)

Managing Change

Module 21Growing the Movement (Managers)

Reactions to Change

Personal views Habits and fear of the unknown No vision of the benefits Reason for change unknown Disturbs existing relationships No trust in change makers Not involved Too much work

Module 21Growing the Movement (Managers)

Dealing with resistance

Accepting it will always happen Plan your approach Tackle individuals with issues Encourage everyone to take part Set the agenda

Module 21Growing the Movement (Managers)

Dealing with resistance

Keep people informed Meet people face to face Be positive Consider adult support issues Use incentives Accept you will lose some people

Module 21Growing the Movement (Managers)

A model for change

Step 1 Gaining commitmentStep 2 Where do we want to

be?Step 3 Where are we now?Step 4 How do we get there?Step 5 Implement

Module 21Growing the Movement (Managers)

Step 1 Gaining commitment

• Demonstrate commitment in leadership

• Examine communication systems• Facts rather than hype and spin• Explain the benefits• Explain WHY the changes are

taking place

Module 21Growing the Movement (Managers)

Step 2 Where do we want to be

Your vision What about three years’ time? Assign priorities Set objectives Consult as widely as possible

Module 21Growing the Movement (Managers)

Step 3 Where are we now?

Collect data and facts Talk to people – consult as widely

as possible

Module 21Growing the Movement (Managers)

Step 4 How do we get there?

Develop options Choose methods Plan Implement Monitor

Adapt Allocate tasks Select a project

manager Deal with

resistance

Module 21Growing the Movement (Managers)

Step 5

Implement

Module 21Growing the Movement (Managers)Task

The District Team has agreed that all Groups in the District will become mixed as soon as possible. You, as GSL, are part of the District Team and so are part of the decision. The District Executive has ratified the decision. The District Commissioner is asking you as GSL to produce your plan for managing the change in your Group. Your plan should clearly show the steps taken, the timescales involved and who is responsible for each action.

Module 21Growing the Movement (Managers)

A model for change

Step 1 Gaining commitmentStep 2 Where do we want to be?Step 3 Where are we now?Step 4 How do we get there?Step 5 Implement

Module 21Growing the Movement (Managers)

Golden rules

Do remember Change is a process not

an event Prioritise Involve absolutely

everybody Publish early success Expect it to take longer

than you anticipate

Don’t Underestimate the

cost of change Expect to be able to

control all factors Deliver spin or hype