module 21 growing the movement (managers) module 21 growing the movement (managers) presenters :...
TRANSCRIPT
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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
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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
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Module 21Growing the Movement (Managers)
And some other wise words…
Just do it!
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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
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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
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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
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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
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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?
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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
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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.
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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
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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.
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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
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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.
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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
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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.
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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
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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.
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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.
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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
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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
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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
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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
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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
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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
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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
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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
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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
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Module 21Growing the Movement (Managers)
Review - Valuing People
What?
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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
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Module 21Growing the Movement (Managers)
Review - Valuing People
Who?
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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.
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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
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Module 21Growing the Movement (Managers)
Moving Forward
Transfer
Retaining
Recruiting
Growing the Movement
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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
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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
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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
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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.
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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?
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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
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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)
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Module 21Growing the Movement (Managers)
Selling Scouting
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Module 21Growing the Movement (Managers)
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Module 21Growing the Movement (Managers)
Managing Change
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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
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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
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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
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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
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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
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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
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Module 21Growing the Movement (Managers)
Step 3 Where are we now?
Collect data and facts Talk to people – consult as widely
as possible
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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
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Module 21Growing the Movement (Managers)
Step 5
Implement
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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.
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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
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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