Table of Contents

Title Page 1

Aims and Objectives 3 Seminar Summary 4 Recommendations 5 Opening Speech 6-7 Seminar Documents • Key Note on Human Resources Management Strategy - Knowledge-Based Economy 8-10 • Revisit World Adult Resources Policy (WARP) Till Now 11-12 • Implementation of Adult Resources in NSO (Tokyo Survey 2007) 13-18 • Roles, Responsibilities and the Link - Adult Resources and Adult Training 19 • HR Plan for Adult in Scouting (AIS) Phase I - Acquisition 20-25 • Review on AIS Phase II - Training and Support 26-28 • Motivation and Conflict Management 29-30 • Performance Review - Appraisal Skill 31-32 • Review on AIS Phase III – Decision for the Future 33-34 • Retention of Adult Volunteer 35-37 • Retention and Marketing of Scouting for Growth 38-41 • World Strategy and Volunteers in Scouting 42-43 • APR Training Tools 44-45 • Volunteers Tool Kit 46-47 • The Challenges of Adult Resources Management in the 21st Century Organization 48-49 Participants 50-52 Staff List 53 Seminar Programme 54 Photo Gallery 55-58

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 2 Aim and Objectives

Aim

• To collate the work on Adult Resources Management in NSOs in implementing the World Adult Resources Policy and strengthen regional cooperation among Adult Resources/Training Commissioners towards quality adult resources management.

Objectives

• Interact and exchange views on Adult in Scouting

• Review the implementation of World Adult Resource Policy (WARP) in NSOs

• Share works on recruiting, retaining and the future direction of the adults

• Update the participants on the availability of resources in managing/supporting adults

• Develop Action Plan to access the Implementation of WARP/NARP

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 3 Seminar Summary

APR Seminar on ARM

Chief Commissioner of the , Dr. Chao Shou-Po was the Guest of Honor at the opening of the Seminar. Chairman of the Adult Resources Sub- Committee, Reiko Suzuki and Regional Director Abdullah Rasheed, National Council Board members, Seminar Director and leaders of national and counties levels were among the guests.

There were 38 participants from 10 NSO in this seminar: Hong Kong, Scouts of China, Mongolia, Nepal, Maldives, Singapore, Japan, Philippines, Thailand and Indonesia.

There were 6 groups formed; Victory, Dove, Pony, Owl, Happy and Nice.

Resource Persons

They were Ms Reiko Suzuki, Dr Mak Wai Ming, Ms Kirstry Brown, and Dr Evelina M Vicencio.

Other invited guest speakers were Professor Lewis Tingyang from National Kaohiung Normal University; Professor Chuan Yuh-shy; Dr. Lian Ie-Bin, former member of the Scouting Profile and Dr Kuan Chi-ming.

Educational Tour

It was held in the afternoon of 12th. The participants and staff visited three places:

- Chung Shan Hall (formerly the General Assembly Hall of the government of Republic of China) - National Palace Museum - 101 (currently the highest building in the world)

Closing

Dr Chao attended the closing as chief guest and presented the Certificates of Participation, while Reiko-Suzuki presented the Certificates of Appreciation to the staff.

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 4 RecommendationsRecommendations

APR Seminar on Adult Resource Management

Recommendations

• That all NSOs are encouraged to attend the seminar which should be held at least 6 months before each APR Conference;

• That all the proceedings of this seminar should be sent to every NSO as soon as possible;

• That all participants be encouraged to ensure that the proceedings of the seminar are translated and disseminated by each NSO;

• That the program of the seminar be sent to the participants through the NSOs prior to the event.

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 5 Opening Speech

Strengthening Adult Resources Development for Scouting Promotion

Dr. Chao, Shou-Po, Chairman & Chief Commissioner The General Association of Scouts of China

The General Association of Scouts of China in is pleased and honored to host the 2008 APR Seminar on Adult Resources Management.

On behalf of the General Association of Scouts of China and all Scouts and Scouters in Taiwan, I would like first to extend to all the participants at this seminar the warmest welcome for joining with us at this important Asia-Pacific Regional Scout event. Particularly, I wish to express our sincere appreciation and heartfelt thanks for those brother and sister scouts and Scouters who have come from abroad, representing some 10 countries, to be here to attend this seminar and related activities.

The theme of our seminar is adult resources management. This clearly indicates the important and indispensable role the adult people play for the Scout movement. Although the focus of our Scout movement must always be on the young people; for the Scout movement has been created and designed for the improvement of the well-being of the younger generation. However, it is the adult people who make policies, build necessary facilities and offer financial and other related resources for Scout movement development and promotion. Hence, strengthening adult resources development and management for better Scouting is indeed a very important task to which every national Scout council and all the Scout organizations at the various levels must pay great attention and make great efforts for its completion.

In Taiwan, recognizing the importance and the indispensability of adult resources for scout movement, we at the National Council of Scouts of China, have recently emphasized the implementation of two very important concepts, that is, " awareness" and "visibility". By awareness, we mean that we are trying to make as many leaders and people in every walk of life as possible aware of , familiar with the aims and purposes of Scout movement, so that they could be recruited into Scouting. By visibility ,we mean that we are making everything possible to enhance the visibility of scout activities among the public, so more and more adult people would know what Scout movement is all about and what Scouting can do for our young people.

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 6 Speaking of adult resources development and management, in my opinion, we should focus on three major areas:(1) Enhancing recruitment and effective mobilization of adult manpower, (2) Strengthening the raising and economic use of financial resources and, (3) Building up influence connections. In manpower recruitment and management, we should try to recruit as many as possible qualified, able and highly motivated people to be our Scout leaders, trainers, volunteer workers and promoters through carefully designed training and effective application of the thinking and methods of volunteerism. Emphasis should be placed on educators, community leaders, legislators, governmental officials, civic organizations leaders and businessmen.

As to financial resources, we should try our best to reach out to people in the business circle, winning their understanding, support and contribution. The so-called building up of influence connections means that we should put more efforts to establish good connections with people and institutions of influence. By doing so we shall be able to get and sustain strong and necessary support from both the public and the private sectors. And our promotion of the Scout movement would therefore be much more easily materialized.

I am sure you all have very good ideas and methods for the development and management of adult resources for Scouting. I am also very sure that through this seminar you all would exchange and share among yourselves the viewpoints as to what you think is best for adult resources management for your own national Scouting and for the APR scout movement. I sincerely invite and request your suggestions and comments on what I just mentioned about what we are doing here in Taiwan in this regard.

Once again, welcome and wish you all have a very fruitful and enjoyable seminar.

Thank you.

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 7 Key Note Address Key Note on Human Resource Management Strategy - Knowledge-Based Economy (KBE) Human Resource Management Strategy - Knowledge-Based Economy (KBE)

Tingyang L. Liu, Ed.D., Ph.D. Associate Professor National Kaohsiung Normal University Taiwan

Dr. Liu was invited by Scouts of China to present an overview of the needs of the Human Resources Strategy in relation to the emerging Knowledge-Based Economy (KBE)

“People-oriented” KBE

5Ms:

Organization Resource : 1. Manpower 5Ms  HRM 2. Money Promote " Quality of 3. Management Human Beings” 4. Machinery 5. Method

• Quality of Human Beings • Welfare of Human Beings • Happiness of Human Beings

Characters of Organization Development in KBE

• Knowledge-driven Economy • People-oriented • Business @ the speed of thought • Learn how to learn • Organizational Learning • Competency Management

KBE / Nation Competency / Human Resource

KBE Development Index°G • Organization Environment • Innovation System

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 8 Key Note Address Key Note on Human Resource Management Strategy - Knowledge-Based Economy (KBE) Human Resource Management Strategy - Knowledge-Based Economy (KBE)

Human Resource Development

• Technology & Information • Performance Index • OECD ( Organization for Economic Co-operation and Development ) • APEC (Asia-Pacific Economic Cooperation) • WB ( World Bank)

HRM in KBE – competency oriented

(Driving Competencies, DC) Career Plan & Job ethics/efficient self-management/performance concept / self-awareness

(Knowledge Competencies, KC) Control behaviors on the job / Problem solving/knowledge management and the concept of COST

(Behavioral Competencies, BC) Leadership/ EQ and Conflict Management/negotiation and communication

Strategic HRM in KBE

• Concept developed by the Graduate Institute of Human Resource and Knowledge Management:

1. New Career Concept 2. New Value System 3. New Equal Rights 4. New Flexibility and Creativity

New Career Concept

• Career-oriented job • Life-long ability development • Self-imposed oriented • Free-Willing (SOHO) • Uniqueness and Integration

New Value System

• Ethical Q (self-image and ethics) • Educational Q (lifelong learning and organizational learning) • Emotional Q (emotion management and communication) • Entertainment Q (Pressure management and leisure life) • Environmental Q (environment awareness and sustainability)

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 9 New Equal Rights

• Glass ceiling • Ethnocentrism • EEO • Equalitarianism • Hot Stove -- Rapid, Fair, Consistent, Warning

New Flexibility and Creativity

• Be creative and to develop creativity • Be flexible to environment and to face gains and losses. • Problem solving skills and be result-oriented. • Flexibility of interpersonal interaction and efficient communication.

What’s Next?

• Attitude • Custom • Method • Value • Story • Role model • Ritual • Communication

Formula for Knowledge Management (KM) in Deloitte

Technology(+)°G S = sharing: Supporting Speed up Knowledge information delivery creation

KM = (P + K )S

P = people: K = knowledge: Knowledge driver know-how

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 10 Revisit World Adult Resources Policy (WARP) Till Now

Dr. MAK Wai-ming Scout Association of Hong Kong

Melbourne Conference 1988

“Towards a strategy for Scouting” was submitted and in which it stated that many NSOs had difficulties in: • Recruiting competent leaders, commissioners and administrators; • Providing appropriate training to them; • The tenure of their leadership, either turnover too fast or in key positions too long.

Paris Conference 1990

“Adults in Scouting” was submitted and adopted. • The Conference directed to develop an “Adult Resources Policy”.

Adults in Scouting (AIS)

• A management process. • Training is just a part of it. • Satisfying training needs as a reward. • Demonstrated competence and performance (rather than mere attendance). • Specific task for specific duration.

Flexibility in AIS

Adjustable to suit different national and local conditions. • Adjustable to meet different needs and styles of individuals. • Simple and non-bureaucratic. • Application can be put under constant review. • Incorporating outside adult education opportunities into scouting.

Bangkok Conference 1993

World Adult Resources Policy (WARP) was formally adopted.

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 11 WARP Advocates

• Acquisition of Adult Resources • Training and Support • Decision for the Future

Group Discussion

• What are the strengths and weaknesses of NSO in implementing the WARP? • What are the ways to implement WARP effectively in your NSO?

Summary

The situation of WARP in your NSO • The need of your NSO to have NARP

Looking Forward

• If your NSO has effectively implement WARP • Regular review of Job Description (JD) • Regular review of job holder • Better identification of training opportunities outside scouting • If your NSO has not yet effectively implemented WARP, it is your responsibility to take the next step

References

• World Adult Resources Policy • World Adult Resources Handbook, Section 200 • Evaluation of Tokyo Survey 2007

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 12 ThianHiong-Boon WSB/APR

AIM

To address the issues in the management of Adult Resources in APR and to identify ways and means to manage them effectively.

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18 Roles, Responsibilities and the Link - Adult Resources and Adult Training

Ms. Kirsty Brown Adult Volunteer Task Team

Training • Training – refers to formal and informal training of adults in Units, Groups, and at Commissioner level • Training is an important task for efficiency and effectiveness of an adult for leadership skills

while

Adult Resources (AR) • Adult Resources - encompasses the resources of adults at all levels including the life cycle of adults in the movement. • Adult resources is for the total management of the adult; working with adults in the 3 stages of the Adult in Scouting strategy. Links - AR and Training

Life-cycle of an Adult in Scouting

From World Training Policy – Helsinki 1969 To World Adult Resources Policy – Bangkok 1993

Major change at that time was: That the policies and procedures on Adult Leader Training as established by previous resolutions are now modified by the adoption of the provisions of the World Adult Resources Policy.

(Bangkok July 1993)

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 19 HRHR Plan Plan for for Adult Adult in Scoutingin Scouting (AIS) Phase I - Acquisition

Dr. Chuang, Yuh-shy Ching-yun University International Business Department Taiwan

The Phase I of Adult in Scouting (AIS) is the acquisation of Adult Resources. Organization Three resources in organization: • Human resources • Finance resources • Material resources

Human Resources Management

HR Scope Human resources management core concern • Competence Orientation (job design, job describe) • Willingness to work orientation (maintenance, replacement, benefit)

HR 5 Scope Five Activities • Acquisition : manpower forecasting, recruitment, selection and placement • Training and Development: training, education and development • Performance Appraisal: appraisal, service rating • Compensation and Benefits: salary bonus, company discount • Maintenance: Replacement, Promotion, retirement

HR Challenge • Shortage of skill HR • Diversity and diversity personal management • Woman workforce management lag behind • Safety and health • Labor relation • Employee behavior mgt : emotion skill stress conflict & personal love affair

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 20 HR Plan for Adult in Scouting

Strategic human resource management + Human resource management = strategic human resource management

Recruiting Employees

Overview • Recruiting Employees • Selecting Employees • Orientation and Employee Training

Sources of Qualified Personnel

- Internal Sources Job Posting and Bidding

- External Sources • Advertising • Employment Agencies • Temporary Help Agencies and Employee Leasing Companies • Employee Referrals and Walk- ins/Unsolicited Applications • Campus Recruiting • Internet Recruiting

Relationships among Job Analysis, Human Resource Planning, Recruitment, and Selection

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 21 Effectiveness of Recruitment Methods • Realistic Job Previews • Who Does the Recruiting, and How? • HR Dept ?High level manager? • Organizational Inducements in Recruitment • The reasons that applicants apply: company benefit, reputation • Equal Employment Opportunity and Recruitment

Advantages and Disadvantages of Internal and External Recruiting

Source Advantages Disadvantages

Internal • Company has a better knowledge • People might be promoted to the of strengths and weaknesses of point where they cannot job candidate. successfully perform the job. • Job candidate has a better • Infighting for promotions can knowledge of company. negatively affect morale. • Morale and motivation of • Inbreeding can stifle new ideas employees are enhanced. and innovation. • The return on investment that an organization has in its present work force is increased.

External • The pool of talent is much larger. • Attracting, contacting, and • New insights and perspectives can evaluating potential employees be brought to the organization. is more difficult. • Frequently it is cheaper and • Adjustment or orientation time is easier to hire technical, skilled, or longer. managerial employees from • Morale problems can develop outside. among those employees within the organization who feel qualified to do the job.

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 22 The Selection Process

• Employment Application Form • EEOC Requirements (Equal Employment Opportunity Commission requirements) • Prohibiting Job Discrimination • Processing • Accuracy of Information • Applicant Flow Record • Preliminary Interview

Steps in the Selection Process

Preliminary Interview

• Preliminary Interview decided the applicants’ skill ability or personal characteristic can match new position. • Interview questions should correlative to the job requirement and have some data supported

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 23 Hints for recruiting adults

Seven keys to recruiting volunteers

• Recruiting • Retaining • Reclaiming • Referring • Recognizing • Refusing/Rejecting • Rotating

Recruiting the volunteers you need:

• Get everyone involved • Know the job – find the man or woman to fill it, • Get a short term commitment initially which may lead to long term involvement. • Effective volunteers, like effective leaders are made, not born. However, they must first be found. • Before they can be found, someone must know where to look and whom to look for. • Every day scores of new members are being sought, contacted and recruited into a great many organizations. • Effective volunteers who are enjoying their work are probably the best method for attracting new volunteers.

A well planned recruitment program should include the following

• A definition of the overall purpose of Scouting, its geographic scope and specific programs. • An outline of the duties that the volunteers will be expected to carry out and the attendant responsibilities, • A realistic outline of Scouting’s expectations in terms of time required of the volunteer performing a task. • An outline of the resources available to the volunteer in the form of on-the-job and formal training, printed materials, facilities, resource people ad other supporting personnel.

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 24 HR Plan for Adult in Scouting continued . . .

The important job of recruitment

• Know what type of members you are looking for and the role they will be expected to play in Scouting. • is the person being recruited needed to work in an adult-to-adult or adult-to young people relationship? • Recruiting should never be a mass project. • Recruiting should be as decentralized as possible.

Approaching the prospective member

• Always be sensitive to the feelings of the person you are trying to recruit. • Find out before hand their skills, interests, hobbies and who their friends are. • Your appeal can then be based on something you know they like to do, are good at, or where they can serve with friends. • the personal approach is the best method. This can be brought about in a number of ways:

– Invite the prospective member to one or several meetings, especially social events. Be sure they are met and welcomed. Have a warm, outgoing person assigned for just this task.

– Familiarize the prospective member with other types of activity in Scouting other than the one you may have in mind for them. Don’t “over tell.” Have one or two specific areas in mind that you are sure the prospect will be interested in.

– Send the prospective member a publication or pamphlet that will interest them and tell them about Scouting and its activities. Follow up with a phone call.

– Send them a personal letter, signed by someone that is favorably known to them. Follow up by telephone or an invitation to a meeting. Once contact is made, follow up—keep in touch.

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 25 ReviewReview on AIS on Phase AIS Phase II - Training 2 Training and andSupport Support

Dr. MAK Wai-ming Scout Association of Hong Kong

Learning Objectives • At the end of this session, participants should be able to: • Explain the requirements of training and support in AIS Phase 2; • Describe the training needs of adults; • Link the opportunities provided to individuals for personal development; • Use the ways and means to obtain support; and • Establish the necessary support and training to sustain the operation till complete.

1. Integration of a new adult • The WARP requires a systematic integration period. • During that period, adults will understand the responsibilities of their function and the need for training. • It implies that adults are trained in the techniques essential for its implementation.

2. Training • The purpose is to provide adults with the means to make a contribution to the accomplishment of the mission of the Movement. • It should be adapted to each function and to each individual on the basis of a detailed analysis of that individual’s training needs and previous experience. • It is a continuous process.

3. Training System • Each NSO will develop a training system for all adult functions, including the competencies required for these functions together with the personal development of these adults. • The system will be flexible and ensure easy access to training opportunities in terms of their frequency, proximity and conditions of registration. • It may require the decentralization of training and will need the participation of other people. • The NTC will identify training teams, organize the provision of training, and develop and manage the training resources required.

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 26 Review on AIS Phase 2 Training and Support continued . . .

• At national level an individual or team will be appointed to co-ordinate the overall operation of the training system. At other levels individuals or teams will also be appointed. • In specialised areas, training may provided through outside agencies with an accreditation from the NSO.

4. Support • Each adult must receive direct support, technical, educational, material, moral or personal, whenever required.

5. Recognition of Qualifications

• It is the responsibility of the NSO. • Certificates of qualification for a job will be issued on the basis of demonstrated and currently used competence and have a set validity period with a date of expiry. • This could also be recorded in a log-book. • Wood Badge insignia will be issued for the same limited duration as the certificate of qualification. • Certificates may be renewed on the basis of demonstrated and updated competence and for the same limited period of time. • Certificates of attendance on courses or other training activities may be issued or attendance may be recorded in a log-book.

What is Training Needs Analysis (TNA)? • The word “need” implies that something is lacking, i.e. there is a shortfall somewhere. • The word “training” further implies that this lack can be supplied by systematic training.

Three Levels of Training Needs • The Organizational Level Where is training most needed? i.e. in which department or section? Or, for which job group? • The Job Level What skills/knowledge/attitudes are required for a particular job? • The Individual Level Which individuals require training to attain which particular skills/knowledge/attitudes?

Methods of Identifying Training Needs • Observation • Questionnaire • Focus Group • Interview • Performance Review

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 27 Stories of Training Needs • Courier Services Company in 1991. • A Chinese in an American Court.

Group Discussion • What are the training and support needs of new Unit Leaders?

New Unit Leaders When new leaders are acquired, they usually: • Join an existing team or group which has expectations and objectives to meet, • Bring new skills, abilities and experiences but also their own needs.

Group Discussion • What are the training and support needs of experienced Commissioners?

Experienced Commissioners • When experienced commissioners are still in service, they usually: • Have more than one appointment. • Might be competent at one level but fail in another level.

Training and Support System • Includes the integration of the new leader, basic training, further and on-going training and support for the entire duration of the term of office. • Includes not only the acquisition and development of the knowledge and skills necessary for accomplishing each function, but also the personal development of adult leaders. • Is flexible and allows for previous experience and skills to be taken into consideration. • Allows for the acquisition of addition skills and knowledge to facilitate the transfer from one function to another.

References World Adult Resources Policy World Adult Resources Handbook, 500 Series

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 28 MOTIVATIONMotivation and AND Conflict CONFLICT Management MANAGEMENT

Evelina M. Vicencio, PhD. National Training Commissioner Boy Scouts of the Philippines;

Maslow’s Hierarchy of Needs (Maslow, 1943, 1971; Maslow & Lowery, 1998)

Transcendence

Growth Needs Self-Actualization Needs

Aesthetic Needs

Need to Know and Understand

Need for Esteem

Social Needs Deficiency Needs Safety Needs

Physiological Needs

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 29 Merry-Go-Round • Go round and round the classroom (3 times). As we have done before.

Instructions • Step 1. Hold your list of needs. • Step 2. Your group will stand in front of your paper. • Step 3. In 2 minutes, write what you will do to satisfy the needs of leaders written on the paper. • Step 4. When I signal MOVE, sing the Merry-Go-Round song and move to the next paper.

Factors to Consider • Time pressure • Relationship is important • Goal / task is important • Relative power

When to Apply Conflict Management Style

• Forcing—When under time pressure; Repair relationship afterwards • Accommodating—Task fairly unimportant • Avoiding—Time & relationship not important; you are busy with other important matters • Compromising—Time & relationship moderately important Collaborating—Takes time; very important goal.

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 30 Performance Review Skill- Appraisal Appraisal Skill

Ms. Kirsty Brown Adult Volunteers Task Team

Links – Life-cycle of an Adult in Scouting (AIS)

Aim of appraisal (review) • Consistent with the Life-cycle of an Adult in Scouting, to ensure that both the adult concerned and the NSO are maintaining their respective obligations under the Mutual Agreement, and consider the appropriate future Scouting assignment of the adult concerned.

Outcome of review • Provide the adult with training and support in addition to that which he or she has already received. • Renew the appointment in his or her current role • Reassign the adult to another position elsewhere within the NSO Retire the leader from the NSO.

Which option? • The NSO requires committed, competent adults to deliver, or manage the delivery of its program for youth members. • Individuals have their own needs which by joining the association, they expect to have satisfied. • As with initial selection the Review is to satisfy itself that both parties’ needs can/will be met by the individual’s continuation in an appropriate role within Scouting, and to make whatever recommendation/and or conditions, which might be consistent with that outcome.

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 31 Performance Review Skill Appraisal continued . . .

Example but difficult……… • A leader who is failing to deliver a quality program should, not be renewed in his or her appointment. • Unless an alternative position is available, in which the individual could make full use of the competencies which he or she possess, the Commissioner should recommend retirement.

Activity: What is performance appraisal review? • Form into groups of three • Each group will be asked to: • Define a task • Agree on objectives • Appraise the performance against the objectives.

Act and evaluate • One person in in group takes the following letter A, B, C. • A and B should agree on the task and the objective • A should accomplish the task while B observes • C observes the whole process and provides feedback at the end firstly to the group of 3 then plenary.

Procedures and skills • Before the interview • During the interview • After the interview

Opportunities

Remember that review meetings during or at the end of a term of office are opportunities to: • Evaluate together to what extent the objectives have been achieved • Take into account the wishes and aspirations of the individual more effectively to his/her activity. • Take decisions concerning the future (change responsibilities or continue in the same position)

Remember

• Decision for the future is the third phase of the Life Cycle of an Adult in Scouting.

• Adults in Scouting provides the requirements and guidelines for the acquisition, training and personal development and management of the adult resources necessary for accomplishing the Mission of the Movement.

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 32 AdultsReview in on Scouting AIS Phase - Phase III - Decision III for the Future

Professor Lian, Iebin, PhD. National Changhua University of Education

Recap in AIS Phases:

• Phase I: attract (invite) adults into Scout activities (recruiting) • Phase II: make the activities successful (training) • Phase III: keep them in Scouting (appraisal & retaining)

Example: • It take you a lot of the exertions to convince a customer to buy your product, And take even more exertions to make him/her a happy customer (training, testing, etc.) And turn out to be just a one-time customer – what a waste! • Better: long-term customer. • Even better: make him your downriver agent Bearing: make yourself his downriver agent

What makes you to retain in Scouting? Because: • Scouting has great vision/goal? • the activities are educational/fun? • my good Scout friends’ calling? • like my role in scouting, and like to do it forever… • always have chances to try/learn different tasks/skills • errr...got nowhere else to stay at the moment

Types of Adults in Scouting

1. Professionals, 2. Volunteers

The division of labor: • Sharing same kind of the job, just difference in loadings ? • Supporting case (dirty work)? Spotlight? (maybe some twilight zones?)

Difficulty:

• Most of the professionals were used to be very active volunteers; • Most of the volunteers have their own professions; • Psychologically difficult to changes

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 33 Adults in Scouting - Phase III

What you think that retains an adult in Scouting?

• “Retaining” not necessary means to stay in Scouting all the time, but, in my view, always having chances to come back. • Appraisal (was he/she placed in the right position) • Management (was the man power properly used) • Life-cycle

My experiences in Scouts of the World (SoW)

• Society of Wildness • Largest environmental protection/education group in Taiwan, 13 yr old • Founders are mostly Scouts • What proportion of wood badge trainees have be retained in scouting, or served a Scout Master of a scout group? • Does the scout events attract more adults retain in scouting? Or always the old faces.

Discussion

Topic1: What you think that retains an adult in scouting? Topic 2: Appraisal & Management of HR—experiences in your country / council Topic 3: What can we do to improve (future direction)

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 34 Retention of Adult Volunteers

Dr. Chuang, Yuh-shy Ching-yun University International Business Department Taiwan

Retaining the volunteers you have: - with appealing, active programs, - with lots of fun and involvement - with volunteer satisfaction • No matter what role they play in Scouting, volunteers must immediately begin to feel at home and to find their place as a welcome member of Scouting. • All members need to work together to see that everyone remain interested and active in Scouting. • Have a well defined plan of what is required of members--- what Scouting wants them to do. Plan to engage the new member in some activity that will make full use of their potential abilities and make them feel necessary and wanted. • Every new member in Scouting should have an understanding of our history, philosophy, ideals, structure and methods. • New members should be give a chance to attend a variety of meetings and to take a hand in different activities until they find the things that they feel they would best like to do.

A few points on keeping members • Keep an up-to-date census of individual members. • Provide opportunities for participation. • Provide opportunities for developing skills. • Recognize members promptly for their work and accomplishments in the organization. • Plan a review of activities. • Relate policy and program to the needs of members. • Welcome new members to your social activities.

Reclaiming volunteers who leave Scouting: • by finding out and correcting the causes for leaving, • by effective follow up on the transfer system, • by reclaiming volunteers personally.

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 35 Develop a Reclamation Plan Although Scouting is interested in recruiting new members, it is also concerned why members lose interest or drop out. There are two good reasons why a follow-up procedure should be developed.

1. Members who have dropped out for persuaded to renew their interest 2. Knowing why members have dropped out will help to assess the general condition of Scouting by revealing the causes for dissatisfaction.

The reasons of drop out • Changed interest • Poor health • New responsibilities (job, family, moving) • A general decline in membership in many organizations

Solution • A group should review the membership record of everyone who has dropped out entirely or had shown dissatisfaction and lack of interest. Identify common factions that point to causes of dissatisfaction, loss of interest or personal problems.

• Arrange an interview with members who have dropped out or have become in active and keep a record of these people and the causes. Review theses causes regularly for trends.

• Contact should be maintained especially with those who have dropped out as a result of personal emergencies (illness, new bay, temporary absence, pressure of absence). Once the emergency is over be sure they are welcomed back.

Referring the volunteers who move: • Through friends – pass their names along to the proper person to follow up, • By looking wide – keeping your eyes/ears open-advising local Scout office • When a member moves from your council/branch/province, refer them to the council/branch/province they are moving into. Personal contact with • Scouting maybe the first friendly contact established in new and strange surroundings. Let these people know Scouting cares; appreciates their contribution and wants to make them welcome in their new locate.

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 36 HR Plan for Adult in Scouting continued . . .

Recognizing the volunteers you have:

• “Pat on the back” from a status person for a job well done. • Prompt issuance of awards and certificates, • Personal face-to-face contact as often as possible, • All human beings feel the need for recognition. Scouting is keenly aware of this and provides ample opportunity for recognition in many forms: medals, certificates, citations, titles, pins, brooches and badges. • Volunteers give a lot of themselves, but their spouses deserve recognition too for their untiring, though often unseen, support of Scouting. Don’t forget the volunteers’ spouses. It is a very important to keep your man on team by recognizing their spouses.

Refusing/rejecting volunteers who are not suitable:

• Screen all offers of service carefully, follow-up with appropriate authority if volunteer has to be rejected. • Volunteers should not be considered for service until they have been thoroughly screened. Find out about their background, history, habits and morals. • Once you are sure they are the kind of person you will have complete confidence in and who will live up to Scouting’s principles, then, and only then, they can be seriously considered for service.

Rotating volunteers who need more challenging work:

• Allow people to follow their own interests, • Watch for volunteers who need and could serve better in a more challenging job, • Be firm in relocating volunteers who would be more effective in other positions.

Job diversity by rotation

• Volunteers sometimes get stale, bored an lose their effectiveness because the challenge goes out of their job. Keep on the alert for volunteers who are reaching this state. • Convince them that a change would be beneficial to them and also to Scouting. • Be firm in suggesting a change for volunteers who would be more effective in another job.

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 37 Retention and Marketing of Scouting for Growth

Dr. MAK Wai-ming, Scout Association of Hong Kong

Learning Objectives

At the end of this session, participants should be able to: • Describe the factors related to membership increase or decreased; • State the reasons of leaving the organization; • Discuss strategies for retention of membership; • Identify methods to recruit members; and • Explain the elements of marketing of Scouting for growth.

Decision for the Future

After the Review or Evaluation, there are three options: • Renewal (Re-appointment); • Reassignment (new job or new task, with new training requirements); or • Retirement. Emphasis on Personal Development

• Adults who give their time and energy to Scouting feel that they should receive something in return for their commitment. • The development of a person is an on-going process. • The ability to support young people in solving their own problems, finding answers to their questions and concerns.

Make New Friends

Make new friends and keep the old, One is silver the other gold.

Retention of Leaders

• The importance of retaining suitable adults within Scouting should not be over emphasized. • It is paramount for the effective delivery of the Scouting program. • It is realistic to expect some adults turnover in Scouting. • It is recognised this does provide opportunities for organizational change and renewal. • It is important for Scouting’s survival, stability and renewal, that a balance be found between volunteers’ turnover and retention.

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 38 Retention and Marketing of Scouting for Growth

Strategies for Retention

• Say thank you. • Send a thank you letter or certificate. • Visit them and acknowledge their contributions. • Send a birthday card. • Give a phone call. • Nominate them for an award. • Invite them to your home for tea or coffee. • Conduct a meeting with experienced leaders. • Encourage their involvement in Scouting project.

Potential Problems in Scouting

• Decline in membership. • Difficulties in attracting quality voluntary workers. • Difficulties in interesting sponsors. • Tightening of economic conditions.

Group Discussion Why young people leave Scouting? Why adults leave Scouting?

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 39 Retention and Marketing of Scouting for Growth continued . . .

Marketing in Scouting • We need to develop a community image for Scouting in a way that is: • Easier for potential leaders to say “yes” if asked to be a leader; • Easier for a corporate sponsor to say “yes” to a partnership or a donation; • Easier for a young person to say “yes” if asked by a friend to join Scouts; and • Easier for a parent to say “yes” if their child wants to join Scouts.

Stakeholders of Scouting • Children • Parents • Adults • Schools • Corporations • Government • Scout Members

Where Are Our Markets? • We need research to decide: • Where we are? and • Where we want to be? • The questions of “Scouting for What? Scouting for Whom?” need to be addressed. • What is the socio-economic level of our current members? • What groups of young people do we not serve? Why?

Can Scouting Cater the Needs? • What are the changing needs of young people, and of society? • What are the “demands” of our clients? • The question of “supply and delivery of the product” meeting the “demand for the product”.

Marketing for Growth • What are the barriers to membership growth? • Are there too many rules that restrict growth? • Are our programs really meeting the needs of young people? • Do we have all our leaders want to expand Scouting? • Should we focus on building leader morale, and enthusiasm for growth? • Unless there is a WILL to grow among all leaders, • We WON’T grow.

SCOUTING as a Product • In developing a marketing programme, we need to define the various segments of the market to which we want to promote our product “SCOUTING”. • It must be promoted and marketed in the same way as other products, and in a different way to each market segment.

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 40 Retention and Marketing of Scouting for Growth continued . . .

Marketing Non-formal Education In the eyes of the children: • They remember the fun they had (e.g. attending a jamboree); • But not identify the elements of ‘personal development’ or ‘non-formal education’.

Marketing Values Based • The question of “image” needs to be considered. • Scouting is “multi-imaged”: • Often different “images” have to apply to different market segments (e.g. fun vs. non-formal education).

The Boston Review • It was recommended that Scouting in New Zealand “Should spend as much on Marketing and Promotion as it does on Programme and Training”. • The reason was that New Zealand Programme for young people was in fact very good and did not need the level of reform that the marketing approach required.

Hong Kong Experience • Friends of Scouting • Baden Powell Club • Commissions’ Club • BP International House • Mess Night • Education Bureau • Scout Accreditation Scheme • Leadership Training Institute • Retirement Age

Marketing Orientation • It will transform a “top-down” organization to one that is highly “responsive and adaptive”. • Marketing is so basic that it cannot be considered as a separate management function. • The whole organization seen from the clients’ point of view.

The Challenge Ahead • Retain membership (young people and adults); • Improve quality of Scouting; and • Increase quantity of Scouting, i.e. membership growth.

Reference World Adult Resources Handbook

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 41 VolunteersWorld Strategy in Scouting and Volunteers Task Team in Scouting

Ms. Kirsty Brown Adult Volunteers Task Team

WOSM Adult Volunteers Task Team Members

• Maeliosa De Butlear -Ireland • Saad Zian – Director Adult Resources • Georges El Ghorayeb – World Scout Committee • Kirsty Brown – APR [Australia] • Mirza Ali Haider – APR [Bangladesh] • Nazi A Khan – APR [India] • Pieter Willems – European Region • Elzette Balgobin – Africa Region • Bruce Trefz – InterAmerican Region

The Adult Volunteers Task Team was formed to deliver all of the items in the World Scout Plan relating to Adult Volunteers.

Purpose

• Enable the sharing of methods, skills, tools, experience and good practice • Contribute to the production and maintenance of guidelines for the development, delivery, management and review of adult training materials, schemes and systems.

Sample Criteria

• LT or ALT • Experience in delivering, designing, and managing training for Unit Leaders, Leaders of Adults and other adult volunteers • Ability to communicate and work in English/and or French or other languages • Approval of NSO

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 42 Volunteers in Scouting Task Team

Strategic Priorities: Volunteer in Scouting

• Developing new approaches to broaden the base of adult support. • Task Team reports to the World Scout Committee through the Educational Methods Group • A document on redefining the meaning of volunteerism in Scouting • Recruitment toolkit has been developed • Training modules, tools and packages have been developed – more to be developed

The World Adult Resources Policy is still to be reviewed – following the World Conference in July, 2008

• A qualitative study is being undertaken to measure the effectiveness of the WARP in selected Regions and its impact on the new group of volunteers

• An annual analysis is conducted on the implementation of WARP in NSO’s

• A document Volunteers in Scouting – Development Strategy is near completion

• World Trainers Network has been established to support trainers in their roles

• A Keeping Scouts safe from harm interactive tool was developed and used at the World Jamboree 2007

ACTIVITY

• In your groups complete Volunteers in Scouting Toolkit worksheet 3.3 for current volunteers and new volunteers that might be recruited. (Use two different colours) • Report back

CONCLUSION

• There has been good progress in delivering the support to help associations to achieve the expected results – this will be fully reported in Jeju, Korea at the 38th World Scout Conference

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 43 AsiaAPR PacificTraining Region Tools Task Force for Training Tools Development

Evelina M. Vicencio, Ph.D National Training Commisssioner Boy Scouts of the Philippines

The Task Force is formed to provide training tools under the APR Adult Resources Sub-Committee

Coordinator Objectives • Dr. Evelina M. Vicencio - Philippines a. To prepare standard syllabi for— · Introductory Course Members · Unit Leader Training Courses • Mr. Abul Kalam Azad - Bangladesh · Training of Trainers • Mr. Peter Blatch – Australia · Courses for Leaders of Adults • Mr. Lo Wai Shing- Hong Kong • Mr. Rogelio R. Vicencio – Philippines Approach • Mr. Rogelio Villa-Philippines Use Competency-Based Approach in • Ms. Virginia Peñafuerte--Philippines Training (CBAT) Section 509 World Adult Resources Handbook (WARH)

Steps in CBAT

IdentifyIdentify RolesRoles

IdentifyIdentify FunctionsFunctions && ResponsibilitiesResponsibilities

IdentifyIdentify competenciescompetencies (KAS)(KAS)

ScoutingScouting FunctionalFunctional Personal/LifePersonal/Life SkillSkill CompetenciesCompetencies CompetenciesCompetencies CompetenciesCompetencies

DevelopDevelop ScopeScope && SequenceSequence

Introductory/Introductory/ Basic/AdvancedBasic/Advanced OrientationOrientation Trainers’Trainers’ CoursesCourses CoursesCourses CourseCourse

MISSION & VISION OF THE NSO GOVERNMENT/SOCIETAL THRUSTS

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 44 CONTENT OF APR TRAINING TOOLS

I.GUIDELINES FOR THE CONDUCT OF COURSES ADMINISTRATION OF TRAINING • Planning Annual Training, Goal, Courses & Events • Promoting Training Courses & Events • Physical Arrangements • Course Budget • Course Recognition

THE CONDUCT OF TRAINING • Staffing Minimum Qualifications & Duties • Staff Meetings • Course Evaluation • Pointers to the Training Team • Program Matters • Administrative Aspects

II. SYLLABUS FOR THE INTRODUCTORY COURSE Syllabus for the Introductory Course with suggested strategies, which can be administered in two ways – Formal Course through Modular Training • Introduction • Objectives • Input • Self-Assessment and Quick Check • Challenging Activities • Summary

Self-Instructional Modules (SIM) for the following Subjects: • History of the Scout Movement • Fundamentals of Scouting • Youth Program • Structure of the WOSM and the APR • Mission of the WOSM and Vision of the APR WOSM • Adults in Scouting

SYLLABI for UNIT LEADER COURSES (Basic and Advanced) Cub Scout Leaders Scout Leaders Senior Scout Leaders Rover Scout Leaders*

LEADERS OF ADULTS: TRAINING OF TRAINERS’ COURSES • Course for Assistant Leaders Trainers (CALT) • Course for Leader Trainers (CLT)

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 45 VOLUNTEERS TOOLKIT

Volunteers Toolkit

1. Practical tool to help NSO’s explore the concept of volunteering. • In line with Strategic Priority 5: Volunteers in Scouting – developing new approaches to broaden the base of adult support • Helps existing volunteers to take on new challenges and stay for an appropriate time in a role. • Recruit and retain additional volunteers from all aspects of society.

2. Introduction & using this resource • Introduction to volunteering • The concept of volunteering • Country specific aspects • Factors affecting volunteering • Finding information on volunteering • Volunteers in Scouting • An overview • The Adult Resources Policy • Selection and recruitment, including Child Protection • Training and support • Review, renewal, retirement • Support from WOSM

3. Volunteers in your organization • Your situation • How many volunteers do you have? • What roles are they in? • How long do they stay • What motivates them? • What is their impression of their time in Scouting? • How can you help them to get more out of Scouting? • SWOT analysis

4. The vision for the future • What do you want? – what is the future vision for your NSO/association? • What so you need?- what is your current situation and how will you work with volunteers to achieve the future vision? • What do you need to do to achieve this?

5. Making it happen • Your plan of action • Implementing your plan • Setting a time-scale and method of evaluation • Sharing your success • Fact sheets and Worksheets

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 46 What is Volunteering? • Activity undertaken out of free will • No monetary gain • Does not expect a material reward • Give up their normal work and without regard for financial benefit • Activity undertaken in the community without pay and benefits the community

World Trainers Network Application Form

Available at: World Organization of the Scout Movement Rue du Pré-Jérôme 5, PO Box 91, CH-1211 Geneva 4 Plainpalais, Switzerland

Telephone: (+41) 22 705 10 10 Fax: (+41) 22 705 10 20 email: [email protected] and [email protected]

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 47 The ChallengesThe Challenges of Adult of Resources Adult Resources Management Management in the 21st in the Century 21st Century Organization Organization

Dr. Kuan, Chih-Ming Chairman of National Rover and Youth Committee TGA Scout of China

Introduction: A new concept of volunteering • The traditional view of volunteering implies the concept of “giving” where the emphasis is on the volunteers contributing resources in terms of time, energy, expertise and even money to benefit others. • There is some evidence to suggest that people will do something faithfully only when it serves a specific purpose and they will continue to do so as long as their beliefs and value systems correspond to the core values of the organizations they are serving. • The general view is that volunteering only makes sense if the jobs or tasks allocated are indeed meaningful from the perspective of the volunteer’s personal growth and development. • Approaches to volunteering vary in different cultures. Some focus on the volunteers’ needs and aspirations and then work to ensure that they are properly aligned with the organizations’ values. • Others start with the identification of the specific tasks and then find the volunteers to do them. • Both models have their strengths and their weaknesses. • Whichever model prevails, it is clear that there must be much more emphasis put on the management of expectations. This means that: the organization has an obligation to inform the volunteers in clear and specific terms what is expected of them and in turn, the volunteer should clarify what he or she expects from their time with the organization.

Volunteers in Scouting “ to contribute to the education of young people, through a value system based on the Scout Promise and Law, to help build a better world where people are self-fulfilled as individuals and play a constructive role in society”.

An Overview For Scouting to be successful, it needs a wide group of volunteers with a variety of skills:

• adults who work as a team to deliver the youth programme, • adults who provide particular expertise which can extend the range of activities in the youth programme • adults who support the leaders who work with young people • adults who train other adults • adults with administration, chairing and finance skills who support the administration of Scouting.

The World Adults Resources Policy and AIS • Selection and recruitment, including Child Protection • Training and support • Review, renewal, retirement • support from WOSM

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 48 Management of Volunteers in Scouting • Volunteers in Scouting need to feel valued and their contribution needs to be managed. • Volunteers need to be recruited to fill vacancies in the variety of roles required. • Volunteers need to be trained and supported in their role. • Volunteers need to be helped to take on new roles or to retire from Scouting when the time is right. • Managing volunteers requires a particular approach and a particular set of skills. • People need to be valued for giving their time and expertise, helped to develop their skills and talents and grow as they gain more knowledge and experience in the Movement. • The World Adult Resources Policy provides a framework for Scouting to manage its volunteers.

The challenges to Scouting and trends in volunteering • The purpose of Scouting and the fundamental principles that have attracted adults to be volunteers over the years. • It also sets out current challenges and future trends in volunteering which NSOs need to consider if Scouting is to build on its success and increase its pool of committed volunteers, from wider segments of society. • Once the information has been obtained, consider what Scouting in your NSO / association currently offers and how it meets the expectations of your volunteers.

If Scouting is competing with other organizations for adult volunteers, what do you offer that will attract adults to your NSO/association?

Taking a strategic approach to developing volunteers in Scouting it is important to have a vision of the future.

Statement on volunteering: ‘We see Scouting as attractive to adults, women and men in all cultures – a movement through which they can make a significant contribution to society by working with young people.’

Consider : • What you understand by volunteering? • What is the current situation regarding volunteering in your country? • The tools and support available in WOSM to help NSOs/Scout associations manage volunteers? • The requirements of NSOs/associations in relation to managing volunteers? • What volunteers are needed in your NSO/association? • What is likely to attract them to Scouting? • What will motivate them to stay and offer their services to the Movement for many years?

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 49 PARTICIPANTS

Name E-mail NSO

[email protected] JOKO MURSITHO Gerakan Pramuka m

The Scout Association of MOHAMED SHAHEER [email protected] Maldives

The Scout Association of MOHAMED IBRAHIM [email protected] Maldives

BAYARJARGAL The Scout Association of [email protected] DAMDINDAGVA Mongolia

VIJAY KISHOR JHA [email protected]

MIHIRA TAKASHI [email protected] Scout Association of Japan

National Scout Organization of OLARN KENGRAKSAT [email protected] Thailand

National Scout Organization of SOMMAI VERACHINGCHAI Thailand

YOSHIKAWA, ISAO [email protected] Scout Association of Japan

ANGIE PONG [email protected] Singapore Scout Association

LIEN, CHIEN-HUA [email protected] Scouts of China

LIN, HSING-CHIEN [email protected] Scouts of China

LEE, CHYR-PYNG [email protected] Scouts of China

SUNG, HUNG-MING [email protected] Scouts of China

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 50 Participants

Name E-mail Country

HSU, SONG-FANG [email protected] Scouts of China

HUNG, HENG-MING Scouts of China

CHIU, YI-CHING [email protected] Scouts of China

LIU, WEN-LONG [email protected] Scouts of China

HUANG, TE-TZU Scouts of China

TSENG, TANG-FENG [email protected] Scouts of China

CHEN, YAO-CHIEH [email protected] Scouts of China

WU, HSIU-LIEN [email protected] Scouts of China

HSIEH, TE-FU [email protected] Scouts of China

CHEN, HOU-CHUAN [email protected] Scouts of China

CHIU, CHAO-LIEN [email protected] Scouts of China

KUO, YU-I [email protected] Scouts of China

WANG, MIN-CHI Scouts of China

SU, CHING-CHUNG [email protected] Scouts of China

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 51 Name E-mail Country

TSAI, HSIU-TSU [email protected] Scouts of China

SHEN, CHEN-NAN [email protected] Scouts of China

LIN, LUNG-CHING Scouts of China

CHEN, YI-FU [email protected] Scouts of China

HWU, SHIN-CHIE [email protected] Scouts of China

LIN, CHIN-HSIANG [email protected] Scouts of China

YEH, TIEN-SHANG [email protected] Scouts of China

CHEN, SHIH-CHOU Scouts of China

TSAI, SHENG-AN [email protected] Scouts of China

CHEN, CHENG-HSIUNG [email protected] Scouts of China

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 52 STAFF LIST

APR Seminar on Adult Resources Management 10 - 13 June 2008

Advisors : Mr. Abdullah Rasheed Regional Director WSB/APR : Dr. Chao Shou Po Chief Commissioner Scouts of China Dr. Chang, Tzu-Chien Secretary General Scouts of China

Seminar Director Mr. Huang Keh-jen National Training Commissioner Scouts of China

Resource Speakers: Ms. Reiko Suzuki Chairman AR Sub-Committee Scout Association of Japan : Ms. Kirsty Brown Member, Adult Volunteer Task Team : Dr. Mak Wai Ming Scout Association of Hong Kong : Dr. Evelina Vicencio Boy Scout of the Philippines : Dr. Liu, Ting-Yang Scouts of China : Dr. Chunag, Yu-Shih Scouts of China : Dr. Ie-Bin Lien Scouts of China : Dr. Kuan, Chih-Ming Scouts of China

Coordinators - Programme : Mr. Thian Hiong-Boon WSB/APR - Administration: Mr. Chang, Wen-Shing Scouts of China

Secretariat and Mr. Noel B. Sabandal WSB/APR Documentalist : Ms. Tiao, Chi-Wen Scouts of China

Support Staff in Secretariat : Ms. Chou, Hui-Ju Scouts of China Ms. Liao, Yueh-Ying Scouts of China Mr. Chen, Kuan-Yu Scouts of China Mr. Chiu, Chi-Hung Scouts of China Interpretation : Ms. Choy, Alice Ai-Sze Scouts of China Educational Tour : Mr. Shieh, Cheng-Yu Scouts of China Quarter Masters : Mr. Lin, Chih-Shui Scouts of China Mr. Chang, Jiu-Sung Scouts of China Mr. Liu, Chiao-Hsien Scouts of China

Opening & Closing: Mr. Wu, Kuo-Chi Scouts of China

AVA Operator : Ms. Chen, Li-Fei Scouts of China

Transportation and Mr. Morris Lai Scouts of China Equipment: Mr. William Chen Scouts of China Mr. Chang, Sung-Tien Scouts of China

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 53 Seminar Programme

Mon, Day 1 Day 2 Day 3 Day 4 Sat, Time 9 June 2008 Tue, 10 June 08 Wed, 11 June 08 Thu, 12 June 08 Fri, 13 June 08 14 June 08 0700 – 0800 Breakfast Departure

0800 – 0815 Morning Assembly

0815 – 0945 Review on AIS Phase 1 Retention; Seminar Routine Key Note: Recruitment Marketing of Scouting World Strategy & Volunteers In Opening Ceremony (interviewing, JD & offer) for growth Scouting 0945 - 1015 Seminar Objectives - 7 keys in recruiting members

1015 – 1030 Tea Break Review on AIS Phase 2 Materials: Key Note: HRM-KBE Training & Support (TNA) - Volunteer Toolkit – 1030 - 1130 World Adult Resources APR Training Tools - Handbook - World Trainers Network - Revisit WARP till now Support and Sustainability APR Plan 2007 – 2009 & Beyond 1130 – 1230

Arrival of 1230 – 1400 Lunch Participants and The Challenges of Adult Resources Registration Managing Volunteers 1400 – 1500 Management in the 21st Century Motivation, Conflict The implementation organization situation of Adult Scouts of China Educational Tour Resources in NSO (Tokyo Survey) Performance Review Skill 1500 – 1600 Action Plan & Seminar Appraisal Recommendations

1600 - 1630 Tea Break

Summing Up 1630 – 1730 Roles & Responsibilities: Open Forum Review on AIS Phase 3 Adult Resources & Adult Educational Tour Evaluation Direction for the Future Training 1730 – 1830 Staff Meeting Closing Ceremony

1830 – 2000 Spare Time Activity/Dinner

2000 - 2100 Welcoming Dinner Group Social Activity Free Evening Farewell Dinner

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 54 Photo Gallery

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 55 Photo Gallery

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 56 Photo Gallery

APR Seminar on Adult Resources Management 2008, 10-13 June 2008 57 APR Seminar on Adult Resources Management 2008, 10-13 June 2008 58