Roverway 2018 Opposites Attract

Final Report

final version for Project Office May 5th, 2018 Content Preface 5 Message from WOSM and WAGGSs 6 Message of the Host 7 Introduction to Roverway 2018 9 Scouting Nederland 10 WOSM and WAGGGS 10 Aims & objectives 10,11 Grades from participants, IST, CMT and HoC 12 Governance & management 13 Governance 14 Governance structure 14 Co-creation WOSM, WAGGGS and Planning Team 15 WOSM and WAGGGS contributions 16 Planning Team 17 Steering Committee, Supporters, Project Directors 18 National Office 19 Contingents 20 Nawaka & Production 2018 21 Bid & preparation stage 22 Bid 23 Educational Objectives 24 Roverway Spirit 25 Working methods 26 Planning Weekends 27 Walk throughs 28 Rovers and Rangers as Steering Committee 28 Project management skills 29 The Steering Committee member – Supporter constellation 30 Working with young key decision makers 31 Recruitment 32 Training 33 Long term international volunteers 34,35 Exposure 36 Event execution 37 Weather impact 38 Sustainability 39,40 Communication 41

2 The Hague 42,43 Paths 44 Rover Band 45 Subcamps 45 Central camp at in Zeewolde 46 Central camp at in Zeewolde 47 Ceremonies 47 Menus 47 Site & layout 48,49 First Aid 50 Activity Fields 51,52 Central boulevard - Tulip Plaza 53 Chill but Challenged 53 Faiths and Beliefs 54 Listening Ear 54 Life Action Game 55 Foodhouses and pavillions 56,57 Rainbow Café 57 Alcohol policy 58 Childcare 58 Evaluation stage 59 Evaluation stage 60 Planning Team 61 International Relations Team 62 Information Management Team 63,64 Program Teams 65,66 Program The Hague 67 Program logistics 67 Rover Representatives 67 Refugee project 68 Team cooperation and staffing 68 Paths 69 Valleys 70 Recruitment and shortage of Path Leaders 70 Path registration and allocation 71 Logistics & Services Teams 72,73 Food Team 74 3 Diets and allergies 75 Human Relations Team and HR policies 76 IST deployment 77 Volunteer shortage 77 Finance Team 78 Cash management 78 Marketing & Communications Team 79 Financial report 81 Budget framework and results 82 Summarized budget overview 83 Summarized overview revenues 83 Summarized overview expenses 84 Revenues 85 Fees 85 Catering revenues 85 Sponsorships and grants 86 Miscellaneous revenues 86 Merchandise 87 Expenses 88 Steering Committee budget 88 Staff Office and HR budget 88 Communication and Marketing budget 88 Production (services) budget 89 Food budget 90 Paths budgets 90 Program budgets 91 Unforeseen and miscellaneous expenses 91 Appendices 92 General statistics 93 List of participated Contingents 94 List of the 37 represented countries by contingents 94 List of all 53 represented countries 95 Media coverage 96,97 Paths by name, location and participant number 98,99 Detailed report of revenues 100 Detailed report of expenses 101-105 Statistics foodhouses 106 Statistics of diets 107 4 Preface

Roverway 2018 has been an adventure totalling four years of organisation and for us the biggest event or project we have ever led. It encompassed months of learning, fun, sweat, tears and wonderful people.

We can truly be proud and thankful for our teams and volunteers. For many Roverway was quite a journey and a one-of-a-kind experience that will last forever in one’s mind. As it was for us and also for our won- derful participants and international guests. Even after a year, we still hear new accounts of stories we were not part of, but were able to make them happen.

These stories have now spread across Europe and even the world. If you were part of Roverway 2018, you know you have a place to stay and feel welcome in many regions and cities with those you met along the way to Roverway 2018. We have all been part and contributed to the Roverway Spirit and remain connect- ed and committed through our travels and experiences.

With a wink to our initial hundred days planning, we wrote over a hundred pages to reflect on our efforts and the resulting experiences of participants and volunteers. There has never been any event from which we could have learned more, but we realised we had already achieved this before the event actually took off at the beach in The Hague.

It is here that we would like to thank Manuela, Radu, David, Julijana and Lilit of WOSM and WAGGGS for their excellent support and contribution as true partners in crime.

As we were eager and did our best to meet all our expectations, there are certainly many things we could have done better. If Roverway 2018 was our Path, then we learned from the previous steps thanks to the presence of those thousands of young and experienced people. We will take these lessons with us for our next steps in life and we now call them our friends.

Do not read this final report as a book. Just browse its pages for the subjects you are looking for and use our knowledge for your benefit. Please be aware this is only a summary of our final report. The real thing will get to you by words and we are looking forward to sit and chat. Sure you will do things entirely your way, but after all; Opposites Attract!

Thank you for joining us in Roverway 2018!

On behalf of the Steering Committee,

Ivo, Marlijn and Eelco project directors

5 Message from WOSM and WAGGS

Dear Guides and Scouts,

It is hard to believe that it is almost a year since we all gathered together on the beautiful Scheveningen beach in the Netherlands, excited and ready to start an adventure of the lifetime called Roverway 2018. Robert Baden Powell said “A week of camp life is worth six months of theoretical teaching in the meeting room.” Looking back at the Roverway 2018, we are convinced that at the end of the event the backpacks of our participants were filled in with necessary skills, knowledge and experience not only for upcoming six months or six years but for their whole life. As Roverway 2018 was an incredible event which created the opportunity for the participants to explore unknown paths and unexpected challenges, to learn be- ing tolerant and help to overcome differences, to understand the challenges of diversity and be ready to contribute to future challenges, to be inspired to be open to others and become an active citizen, to make memories and friends for the rest of lives.

Standing in front of 4500 Guides and Scouts all over Europe and beyond at the final closing of Roverway 2018, we mentioned that the amazing and unforgettable journey should not and would not end then and there, as the spirit and journey of Roverway will continue by all of us when we take actions to make a change in our communities. As it’s important to be active in the causes that are important to you. That’s how change is possible, so all of us need to continue keeping Roverway spirit and being active citizens of the world and make a difference where we can.

Roverway is an important event for both WOSM and WAGGGS. It is our largest event for Rovers and Rang- ers – for our leaders of the future! Rovers and Rangers are growing as responsible citizen of the world. The impact of living together with young people from very different background is high when it comes to global citizenship. In a world where borders are still very important and can affect the life of people immensely, Guides and Scouts in Europe have the opportunity to share bread with peers they might not talk with oth- erwise. They share efforts and joy around the campfire. They reflect of prejudice and break down barriers to build long lasting international friendship.

WAGGGS and WOSM regional volunteers get involved to support with the programme with passion and pleasure as they also know besides having positive impact on the participants, they are going to have an experience they will remember for the rest of their lives. It is with pride and big smile on our faces we hear their great stories every time we meet in another corner of the world.

WE had positive experience of this partnership and appreciate how via mutual respect and friendly atmo- sphere decision making went smoothly and even when facing challenges the solutions were found togeth- er. Attending the planning team and Rover6 meeting felt going home and meeting the family, which made Roverway 2018 an enjoyable experience with good outcomes of achieving more together.

Roverway 2018 proved that there is a need for such events and journey needs to continue. It is thanks to hard and long hours of work and efforts of the Scouting Nederland: amazing project directors, great pool of young steering committee; supportive veterans; and many more motivated volunteers and staff, that we can say with pride we had such a successful event. A big THANK YOU to this inspirational group of amazing people who made this event come true, especially to Eelco, Marlijn and Ivo and young steering committee. Thank you Scouting Nederland for organizing the 6th edition of Roverway in such a successful way!

It is time to continue this journey, so we encourage to benefit from the opportunity for seeing an impact of organizing Roverway on your organisation and your members on 2024, while changing the lives of even more Ranger and Rovers from even more MO/NSOs. Hopefully see you again in 2024 somewhere in Europe at the next Roverway.

Lilit Chilingaryan, WAGGGS Julijana Daskalov, WOSM 6 Message of the Host

Dear friends in Scouting and Guiding,

This document represents a closure of a Roverway adventure that will actually never end. That might seem like a contradiction, and therefore fits perfectly into the Roverway motto: Opposites Attract. Ask yourself this: Can an event that creates friendships for life and is attended by Scouts and Guides from all over the world who share new experiences which they will carry with them forever, truly ever end? We believe we can evaluate the event and formally close the books, but the adventure carries on indefinitely.

Our adventure started as early as 2012, when the first idea to organise Roverway started to take shape. Sev- eral members at different levels within Scouting Nederland all had their own ideal Roverway in mind and their own reasons and ambition to organise such an event in the Netherlands. Some thought it would im- prove the development of our recently introduced national Roverscouts programme, others said it would help draw in new volunteers or provide an opportunity to show our newly developed International Scouts and Guides Centre Zeewolde.

Whatever the reasons were why each of us believed in Roverway, we found each other in the desire to show Scouts and Guides from all over Europe and beyond the great adventure they could have in the Nether- lands. Three years later, Scouting Nederland officially threw in a bid and we were proud to be entrusted with the opportunity to organise Roverway in 2018.

From the first day of the project we were convinced that this should be a Rover and Ranger event; For Rov- ers and Rangers and by Rovers and Rangers. It resulted in unprecedented involvement of young people in the entire organisation, all the way supported by experienced veterans from our previous events. Together they showed great ability to deal with planning, programming and problem solving. Their adventure lead them on a path where they found that the Roverway identity statements were as true for them as they were for participants.

They had to acknowledge themselves and be aware of their own skills, had to be open to others to cooper- ate effectively, had to get more involved in the world around them to become aware of the consequences of the decisions they took. And most of all, they had to realise that with their personal contribution they made a difference for 4,500 Rovers and Rangers from all over the world. Now the time has come to look back, we realise the immense influence Roverway 2018 has had on Scouting Nederland as well.

Not only did we see the introduction of a new generation of event builders, but the attention for the inter- national aspect of Scouting and Guiding has seen a significant increase as well. More and more Scouts and Guides want to go abroad to learn from other Scouting and Guiding organisations or want to participate in international events.

We cannot yet say what the true impact of Roverway 2018 will have on Scouting Nederland and perhaps we will never be able to, but what we can say is that we invited 4,500 Rovers and Rangers to come to the Neth- erlands and as a result Dutch Scouts and Guides are more eager than ever to experience the world across our borders. We call that fitting, because after all: Opposites Attract.

Yours in Scouting and Guiding,

Wouter Zilverberg Wendy Beenakker International Commissioner WOSM International Commissioner WAGGGS

7 Introduction to Roverway 2018 Introduction to Roverway 2018

In the summer of 2018, from 23 July to 2 August, Scouting Nederland hosted the 2018 edition of Roverway. This was a challenging international Rover and Ranger event for Guides and Scouts between the ages of 16 to 22 from Europe and beyond. This event was organised by the European Scout Region of the World Orga- nization of the Scout Movement (WOSM) and the European Region of the World Association of Girl Guides and Girl Scouts (WAGGGS).

About 3,500 Rovers and Rangers from over 45 countries participated in Roverway 2018. About 500 volun- teers of the wider Planning Team contributed to the event. The budget was nearly 2 million euro, the vast majority paid for by the participants and volunteers.

The Opening Ceremony was hosted on the beach of The Hague, International City of Peace and Justice and marked by the words of the European Union’s Vice President Frans Timmermans. Nearly 5,000 people slept on the beach for one night resulting in a kilometre of campsite and together we were able to have the incomparable experience of watching the sun set into sea.

The Paths could be found all over the country and its border regions and featured a lot of cycling and water activities, as well as at least one overnight stay in an extraordinary location and a community project. The participants were divided into international teams (Patrols), with whom they participated in one of their Paths of choice. This while everyone experienced the extreme heat, unlikely for the Netherlands, of 35 de- grees Celsius and over.

After six days of Paths, all Patrols got together for the conclusion of Roverway 2018 during a central camp at Zeewolde at the former seafloor at the International Scouts and Guides Centre Zeewolde. A three day programme packed with ceremonies based on numerous activity stations on the four activity fields, the central “Tulip Plaza” which featured Contingent tents, Foodhouses, the WOSM and WAGGGS pavilions and other areas to meet and interact.

Notable activities were cycling to the city of Zeewolde, sailing, the nightlife around the Black Tents and the Life Action Game. Staff was catered for at the IST hangout and the staff restaurant, which also specialised in diet servings. Participants camped Path-wise and cooked their own meals, including two days on campfire.

9 Scouting Nederland

Scouting Nederland is the national organisation for Scouts and Guides in the Netherlands. Her Majes- ty Queen Máxima is patroness of the organisation. Over 100,000 active members in over thousand local Scouting and Guiding groups are dedicated to develop themselves and others. About 20% of these groups are active as “Sea Scouts”, sailing the vast number of Dutch lakes and rivers. Scouting Nederland is member of both WOSM and WAGGGS, which means the organisation is open for both girls and boys.

WOSM and WAGGGS

The World Organization of the Scout Movement (WOSM) is the largest international Scouting organisation and consists of 169 National Scout Organisations.To find out more about their programmes and learn about their international centres, please go to www.scout.org The World Association of Girl Guides and Girl Scouts is the largest voluntary movement, dedicated to girls and young women, in the world. For more information and opportunities visit www.wagggs.org/en/

Aims and objectives

Rovers and Rangers are the upper age section amongst all members of both WOSM and WAGGGS. The educational principles from the movements acknowledge that young adults are in their last development stage transgressing into adults and responsible citizens.

The concept of Roverway was developed during the preparation stage preceding the first edition in Por- tugal in 2003 to support the development of young people within Guiding and Scouting. To achieve so, WOSM, WAGGGS, the host and the executing Planning Team all have developed aims and objectives. These form the framework and ambitions and were the base for the way Roverway 2018 was organised.

Roverway 2018 chose to put particular emphasis on the empowerment of young people by putting them in the lead as much as possible. This meant that the full Steering Committee consisted of young people in their early twenties only, supported by experienced adult Supporters.

10 Roverway 2018 aims and objectives

WOSM and WAGGGS guidelines Bid ambitions 1. To provide meaningful, active and fun expe- 1. International team and trainees riences that can contribute to one’s person- 2. 80% of the Planning Team will be younger al development than 30 years of age and at least 50% is 2. To promote intercultural learning and ex- under 25 when preparations start change 3. Volunteer training about Rovering and 3. To encourage the sharing of experiences and its educational objectives, methods and good practices relating to Rover and Ranger characteristics and training in intercultural programmes as a contribution to strengthen communication the programme for the upper age sections 4. Landing zones, blue bags and shuttle ser- 4. To promote partnerships throughout Eu- vice rope 5. Opening at The Hague beach 5. To explore development trends on youth 6. Valleys with external partners such as uni- and other relevant issues in Europe and the versities, companies and NGOs world 7. To maximize the length of the Paths 6. To provide an active learning experience of 8. Paths: extraordinary location overnight European citizenship 9. Go sailing at least once 7. To enable meaningful Youth Leadership 10. Rover Academy experiences 11. Life Action Game 12. Rainbow café, boulevard and cafés 13. Sustainability 14. Community Service 15. Activity fields with walk-in activities Project Assignment by the host 16. Experiencing Dutch culture 1. The organisation of Roverway 2018 in ac- 17. Two HoC weekends cordance to the Bid, Policy Document, MoU 18. IST programme and Roverway 2018 Guidelines (underlying 19. Position the International Scout and Guide documents) and this project assignment Centre Zeewolde as an international desti- 2. Maximise the educational impact for partic- nation for Scouts and Guides ipants and other stakeholders so that 95% 20. The crews can enrol for a cluster of Paths, is able to reflect on his/ her role outside his/ which characteristics will be known before- her comfort zone and to explain what Rov- hand ering is about 21. To keep the fee as affordable as possible 3. Operationalise the participation of Rovers 22. Key positions to be fulfilled by young tal- and Rangers in the organisation of Rover- ents, backed by experienced coaches way 2018 to achieve the upper level of the 23. Invite the Representatives at least twice pri- participation ladder. A minimum of 10 Rov- or to Roverway 2018 and give them decision ers and Rangers achieved the highest status power regarding the content of activities of involvement and the approach of participants by the 4. Activate 150 local volunteers which were Planning Team not active for national projects before 24. Contemporary communication and market- ing channels and tools

not achieved somewhat achieved partly achieved mostly achieved fully achieved 11 Grades from participants, IST, CMT and HoC

Planning CMT & IST Participants Team HoC’s Roverway 2018 overall rate 8,6 8,6 7,4 8,7 Branding and online presence 8,6 8,7 8,6 8,7 Path information beforehand 6,0 Opening Ceremony at The Hague beach 8,6 8,6 8,0 8,6 Programme in The Hague 7,8 Bus transport 6,1 7,1 6,9 7,8 Path activities as expected 7,2 Site of ISGZ Zeewolde 8,7 9,4 9,2 9,2 Ceremonies 7,2 6,8 7,4 7,7 Guest speakers 6,7 7,2 6,7 7,4 Foodhouses 8,2 9,1 8,8 8,4 Activity fields 8,3 Relax zones (CbC & IST Hangout) 7,8 8,2 Faiths and Beliefs activities 6,8 7,6 6,8 7,5 Quality and quantity of sanitary 7,7 8,5 8,1 7,8 facilities Payment system 8,9 8,9 8,7 8,5 Sufficient vegetables, meat and 8,5 8,8 7,8 5,8 carbohydrates Sufficient possibilities concerning di- 8,1 7,6 7,3 6,5 etary wishes Quality of provided food 8,4 9,1 8,7 6,4 Balance between job and free time 6,2 7,4 7,6 Volunteer rewarding 7,9 8,7 8,0 Clarity of job expectations 7,4 7,6 Information provided for role or 7,3 7,9 8,0 position

I felt safe during Roverway 2018 through 94% 87% 88% 95% security and first aid

12 Governance & management Governance & management

Keep Improve • The overall governance structure was clear from the beginning with the Rover 6, consist- ing of members of WAGGGS, WOSM, Scouting Netherlands and the project directors.

Recommendations: • Apply a clear structure in future events again.

To allocate responsibilities to the appropriate level, a thorough governance structure was established, which paid off during preparation and execution by limiting the amount of time spent on decision making and discussions.

Rover4 provided a platform by WOSM and WAGGGS to align their respective activities and act as one to- wards the host and Planning Team. Rover4 consisted of Julijana Daskalov (Commissioner WOSM Europe Region), Lilit Chilingaryan (WAGGGS Commissioner Europe Region), Radu Stinghe (WOSM coordinator) and Manuela Capraro (WAGGGS coordinator).

Rover6 provided the platform for the coördination of Roverway 2018 between WOSM, WAGGGS and the host. Therefore, the Project Directors and a National Board of Scouting Nederland’s liaison (Eric Besselink) were added to the Rover4. When necessary, Rover6 was bolstered by additional staff and volunteers.

Within Scouting Nederland, a project office is governing projects and events on behalf of the National Board on a regular basis. For Roverway 2018, the liaison aligned the activities of Roverway with the Nation- al Water Camp which ran directly after Roverway 2018 on the same site.

A Taskforce Summer 2018 provided national governance for the host, consisting of the Roverway 2018 liai- son, the Nawaka liaison, both International Commissioners (for WOSM and WAGGGS), the National Director and the National Commissioner for HR. Independent from the Taskforce, but supportive when necessary, was the National Treasurer, seconded by a budget specialist (the national controller).

14 Co-creation WOSM, WAGGGS and Planning Team

Keep Improve • Solid base for collaboration by MoU, gover- nance structure, communication framework and shared responsibility. • Programme Officers were added to programme teams. • WOSM & WAGGGS training offered to programme teams. • Large contribution of WOSM and WAGGGS to the programme in terms of workshops, trainers and Paths.

Recommendations: • Keep the MoU as the formal base for the three parties, so it is clear to the host what to expect and to develop its governance structure and mandates for the Planning Team accordingly. • Establish a single joint VIP/ guest list halfway the preparation stage and have the Services Team providing weekly updates of this list just before and also during the event. • Keep the involvement of WOSM and WAGGGS concerning programme and Paths, and facilitate di- rect communication lines to safeguard a coordinated and co-created effort. A good example are the WOSM and WAGGGS tents. • Facilitate a warm handover of Roverway by the former and future hosting Planning Teams on an operational (Steering Committee) level and formalise this in the MoU. • Facilitate a joint mid-term review of Roverway and formalise this in the MoU, as this is the moment when tough challenges tend to emerge. Necessary choices, often in terms of budget and volunteers, usually have a large impact on the event and the host, WAGGGS and WOSM.

Rover6 met on a regular basis, continuing after Roverway 2016 in France. The first coordinated effort con- cerned negotiating the Memorandum of Understanding, which became the foundation for the governance structure, communication framework and shared responsibilities. The host accepted full financial account- ability for the budget and associated risks.

As the MoU was adapted to the need of the three parties, it provided a firm base for the host. The Project As- signment for the Project Directors was based on the MoU and provided the mandate for the running of the Planning Team. The MoU provided clarity from the start, so that the agreements and provisions between the three parties did not need any further discussions later on.

WOSM and WAGGGS had full access to all documents, including budget details, using the online tool Base- camp.

To enable sufficient focus being put on programme content by the Planning Team, two seconding pro- gramme officers of WOSM and WAGGGS were added to the programme teams as agreed, which was re- garded as both successful and beneficial for developing a shared feeling of ownership and having short communication lines.

In the first few Planning Weekends WOSM and WAGGGS offered an introduction to its work and a joint train- ing session on programme development, which was very helpful for the programme teams.

15 WOSM and WAGGGS contributions

Apart from co-creating Roverway 2018, WOSM and WAGGGS contributed to the event with substantial re- sources, partly reflecting their respective policies and interests, but also on the Planning Team’s kind re- quest.

Distinct contributions were a large and prominent WAGGGS pavilion supported by a large-scale European Voluntary Service project with a large delegation of volunteers and the WOSM pavilion in the framework of the Messengers for Peace programme. Here, marketing for Kandersteg International Scout Centre and the Moot was staged, amongst a series of other activities.

WAGGGS and WOSM joined the programme teams in delivering speakers and workshops. The WOSM’s and WAGGGS’s range of activities integrated very nicely into the Roverway 2018 programme with a scorecard, motivating participants to visit and take part in.

Both WAGGGS and WOSM used Roverway 2018 as a platform for policy dissemination and for networking events, such as the launch of the WAGGGS Gender Diversity Toolkit and the reception of guests, such as the commissioners of their World Boards. WOSM received Nahal Mottaghian, representative of the United Nations He-for-She Outreach.

WOSM and WAGGGS stepped in without hesitation when the lack of Path leaders became urgent. WOSM delivered ten Paths with 20 Path leaders, WAGGGS delivered with three unexpected Paths, which lead to five Paths in total. As WOSM had ample preparation time and support capacity, ad hoc backup on the spot was put into place, i.e. by renting cars and equipment.

16 Planning Team

Keep Improve • It was chosen to organise Roverway 2018 • The work package for each SteerCo member with a ‘young SteerCo’ and more experienced was large, while teams were small until the supporters. The learning curve for both was end. Delegation of work was difficult. More enormous which is an amazing result. Team leaders would have helped. • Support from the national office was satisfy- ing.

Recommendations: • A young SteerCo, combined with more experienced supporters turned out to be a good working model. The impact it has on personal learning is a real benefit. • Have more Team leaders in an early stage.

The Roverway 2018 Planning Team consisted of the following teams: • For programme delivery: Program Attract, Program Opposites and Program Paths • For service delivery: Services Main Camp, Logistics & Services The Hague, Food. • The enabling teams: Human Resources, Finance, Information Management, International Relations, Marketing and Communication.

All Steering Committee members’ work packages had a large scope. Having more people in the Steering Committee would have been too many and would have made the decision making and effective meeting much harder. The possible solution for this would have been to attract more team leaders (middle manag- ers) to share the workload amongst more teams and coordinators. This would have made the role of the SteerCo more strategic and less operational.

17 Steering Committee, Supporters, Project Directors

The Planning Team was governed by the Steering Committee. Each Head of each team and the Project Directors were part of the Steering Committee. The average age of the Steering Committee was 24 years.

To secure enough seniority and backup, the so-called ‘Supporters’ (mentors) were recruited to support the individual Steering Committee members. During their meetings, the Supporters and the Project Directors - apart from the chair- literally sat silent in the second ring while the younger members were meeting, of- fering counselling and reflection before and after.

The Project Directors were ultimately responsible for delivering Roverway 2018 and took decisions when the Steering Committee was not able to. The responsibility of the Project Directors was split into three work packages: governance and a portfolio of half of the teams (Eelco Last), Chair of the Steering Committee and the second half of the teams (Marlijn Letema) and processes and routines, including case management and planning (Ivo de Jong).

The Steering Committee was further strengthened by the support of an in-event training team, four full- time long term volunteers and the National Office.

18 National Office

The cooperation with the national office was satisfying. An initial financial contribution to strengthen the efforts of volunteer recruitment by paid employees did not pay off. The recruitment of a paid HR officer to support the recruitment of volunteers by browsing the informal network of volunteers and making numer- ous calls worked out better, but remained challenging.

In the early stages of preparation, an intern (Yke Wijnker) supported Roverway 2018 for about six months to help establish the base for Roverway 2018 in terms of international contacts and programme philosophy. Next to her Master thesis, Yke wrote the successful application of the EVS project to host the long-term international volunteers.

The communications department was very helpful in supporting the event, most notably in the early start to establish branding efforts (style guide, logo) and in organising the visit of our Queen. All contacts with external press and media were served by this department.

Additional support was present in the acquisition of cooperation partners. Early demand to support in fund acquisition could not be delivered. As a result of the volunteer shortage we did not succeed in having suffi- cient time for writing fund applications, even for opportunities which were present and with high chances of success.

The cooperation with both the National Director and the (inter)national secretariat was very effective. The director contributed a lot of time for representing Roverway 2018 towards (potential) partners and au- thorities. The secretariat covered the follow up of deadlines and delivery of duties concerning permits and grants. The support of our long-term international volunteers was very welcome.

Discussions about (financial) risks were open and clear, with the national association willing to cover cer- tain probable risks, such as unanticipated costs associated with a temporary warehouse and transport as well as for the hiring of badly needed Path leaders.

19 Contingents

Keep Improve • HoCs are the key to success, communication • Highest fee category is expensive for some went through the International Relations non-EU Contingents. Team. • Contingent size was not capped, Non-EU Con- tingents were smaller in size.

Recommendations: • Clearly explain the way Roverway and the Contingents are organised and explain the differences between and among members of WOSM and WAGGGS. The WOSM and WAGGGS European regions are geographically not similar and are not limited to the European Union or European continent. • Do not cap the number of IST Contingents can bring, there has hardly been an international event which had sufficient number of volunteers. • Be clear to HoCs what to expect from them. Roverway 2018 developed a profile for HoCs to support ICs and members in their selection process. • Provide a single hub for communication and support for the HoCs, which can act as an ambassa- dor for the various Contingents within the wider Planning Team. This fosters understanding for the needs of Contingents, which can tend to be a lower priority for the more operational teams.

Participation in Roverway is according to membership of WOSM and/ or WAGGGS. This provides the possi- bility to have more than one Contingent per country. Some Contingents consist of participants from more than one MO/NSO and sometimes reside under a single national umbrella organisation. Contingents con- sisted of: • Heads of Contingent (HoCs) • a Contingent Management Team (CMT) • International Services Team members (IST) • Participants, grouped into Patrols • Up to two Rover Representatives, participant-aged representatives of their Contingent

Every Contingent could have two to three HoCs, preferably a men’s and a women’s . CMT and one to two of the HoCs were considered as regular IST during the event to help support as volunteers. When possible, their timetables facilitated for time to spend with/on their Contingents.

HoCs were key to the success of Roverway 2018 and were the natural focus point for coordination and com- munication. All communication to the Contingents was relayed to the International Relations team which in turn was in touch with the HoCs.

To safeguard Roverway 2018 being an European event, Contingent size was not capped, but Contingents from non-European region countries were expected to be smaller in size.

Roverway 2018 had a relative large attendance of non-European region Contingents, which was a great contribution to the event’s experience. Following WOSM’s and WAGGGS’s policies, the international Con- tingents were eligible for the highest fee category only. Their contribution to the budget was higher than expected. Most of these Contingents travelled in Europe for an extended period after the event.

20 Nawaka & Production 2018

Keep Improve • Possibility of sharing costs between the events. • Not enough volunteers to staff both events so • Cooperation on the production side of the the events became competitors in recruiting event, less effort in building the site. enough volunteers. • There wasn’t a good governance structure present for the production teams. • Protect volunteers against too much effort, which can possibly lead to an energy drain.

Recommendations: • When organising two big events successively one after the other, align the outlines of the events in a very early stage.

Directly after the conclusion of Roverway 2018, the Dutch National (sea Scouts) Water Camp (Nawaka) took place on the same site. As the regular interval of Nawaka is four years, a combination of both events was thought to have beneficial effects. Sharing costs and equipment would help to limit expenses, which only Nawaka was able to achieve. From hindsight, both events became competitors, mainly in the search for volunteers, which in turn sometimes led to hiccups in the cooperation on team level.

Cooperation proved to be challenging due to opposed interests, interdepencies and the very late approval of the Nawaka budget. The governance of the supporting services teams was not in place, which led to the fairly late constitution of the so-called “Production 2018” team. Production 2018 split hardware and ser- vice delivery into two by providing the event basics, while leaving organising the event specific necessities to both Planning Teams. In itself, this move was deemed successful.

The Production 2018 constellation delivered hardware, services and infrastructure to both events and con- sisted of highly experienced volunteers who have served national events on a regular basis. Although dis- couraged (but needed), some volunteers in key positions joined both events, often in different roles. This used a lot of energy due to overstretch, which was felt during Nawaka later on. Production and services are covered in more detail in the corresponding chapter.

21 Bid & preparation stage Bid

Keep Improve • Small and dedicated team in a pressure cook- • Involve national office employees from the er. start for a proper level of involvement. • Preliminary budget was established quick to calculate participant fees. • Governance structure.

Recommendations: • Include former Roverway participants and Rangers and Rovers themselves in the Bid Team. • Start the work in English and/or French right from the start. • Pay sufficient attention to the governance structure. • Use of figures of previous Roverway editions. • Carefully consider the necessary roles. • Asses potential constraints and design an organisational structure which helps to contain these challenges.

After advocacy work of several years on national level as a result of successful participations in earlier edi- tions of Roverway and Moot and boosted by the drive to market the new national event site in Zeewolde, the National Board decided to offer its candidacy as a potential Roverway 2018 host. A Bid team was estab- lished on short notice with participants of previous Roverways and age section experts.

In the summer of 2015 and within weeks the small team developed and wrote the Bid. In close coordina- tion with experienced event makers a budget was assembled, targeted in keeping the participant fees as affordable as possible and not bypassing the Roverway 2016’s fee. The budget allocated three scenarios: 2,000, 3,000 and 4,000 attending participants.

The early stage development of the Bid, including a policy for on-the-way budget adaption when neces- sary, proved very effective later in the proces. Experiences and statistics from the previous editions in Ice- land and Finland (France still to come) were taken into account.

The dates were set after meticulously comparing the most prominent national summer holiday dates in Europe with the Dutch summer holiday season. In close coordination with representatives from the Sea Scouts, HR specialists and after a positive report on available volunteer numbers, the board was advised to combine Roverway 2018 with Nawaka, the national Sea Scout camp.

After granting Roverway 2018 to Scouting Nederland, a promotional video and website were produced by a temporary branding team. Roverway 2018 was launched during the Joint Conference of WOSM and WAGGGS in June 2016 near Oslo in Norway. Meanwhile, the project assignment for the Planning Team, the Memorandum of Understanding and governance structure were all already under preparation.

23 Educational Objectives

The Bid set three educational objectives: 1. Character: Rovers and Rangers will challenge themselves to approach others in debate, to foster tol- erance and develop a constructive and critical mindset about their role in society and how they can contribute to the challenges ahead. 2. Curiosity: Rovers and Rangers will be inspired to be open and curious towards others, understanding the challenges of diversity and minorities in an inclusive society. 3. Career: Rovers and Rangers will be bolstered to become active European citizens, equipped to gain a place in the economy and know their strengths and weaknesses.

These were deemed to abstract and theoretical by the young Steering Committee and were translated and operationalised into a series of four identity statements, fit for use to target the participants:

I’m open to others I recognise myself I can make a difference I’m involved in the world around me

In addition, the Steering Committee developed an equality statement as policy to safeguard inclusivity concerning all aspects of the project:

Each and everybody participating in Roverway 2018 will be treated with respect, regardless of factors like disabilities, nationality, race, religion, sexual orientation, religion, family status, age and appearance. The feelings of everybody participating in Roverway 2018 will be valued and respected at all times.

Roverway 2018 firmly believes that everybody has equal access and opportunities. The Roverway 2018 organisation aims to treat everybody equally and with respect regardless of factors like disabilities, na- tionality, race, religion, sexual orientation, family status, age and appearance. Roverway 2018 is an event that will encourage young people to understand and respect their similarities and differences in a safe and fun environment through the event’s ethos, atmosphere and programme.

24 Roverway Spirit

Keep Improve • Three educational objectives were set and operationalised into a set of four identity state- ments. • An equality statement was composed to safe- card inclusivity. • The Roverway’s Spirit Team advocated the educational methods within the event organi- sation. • The Spirit Toolkit, developed to support Path leaders in using the identity statements, worked well.

Recommendations: • Having a Spirit Team was one of the best decisions we made in an early stage. It ensured that we were dedicated to the event’s goal and made us think, with every decision we made, whether it was in line with our goal or not.

A dedicated “Roverway Spirit Team” worked across all teams to advocate the identity statements and educational objectives, contributing to the development of the proud Roverway spirit. The team used games, Earth Hour, a series of presentations, reflection sessions and discussions. Most Planning Team weekends had plenary moments to address the statements, including targeting HoCs and Rover Repre- sentatives.

Every central ceremony took a statement as basis for its concept development, the statements were ad- vertised in various means of communication and participants could gather bracelets. The team publicised a printed Spirit Toolkit in supporting Path leaders in their programme development.

This advocacy worked very well, even for those who were hesitant and experienced initial uncomfortable feelings by joining in the “soft” activities. Over 50% of the participants was able to reproduce the four statements by heart when asked after summer 2018.

25 Working methods

Keep Improve • International members of the SteerCo and • Earlier walkthroughs could have helped to Planning Team from day one on. give more time to resolve issues. Although not • Planning Team weekends to organise Rov- everything was ready for a walkthrough before erway. A lot of work was done, but also the the last weekend. teams bonded (internally and cross-team). The • Some teams lacked sufficient volunteers for a common goal and ‘Roverway spirit’ became very long time and because of that some of the clearer every weekend. working methods could not be used. • Walkthroughs during the last weekend helped to align between teams and get the remaining work on the table. • Simple and practical project management methods helped in the beginning to report on the status and give guidelines on budget and who does what.

Recommendations: • Keep planning weekends as working method. Apply a basic project management structure from the beginning and plan for walkthroughs throughout the process.

To prevent the Planning Team to be a “Dutch party” only, an early decision was made to have a number of international volunteers in the core of the Steering Committee. Budget allowed for their travel expenses. The Planning Team was open for international participation too, be it on individual account. In addition, the long-term international volunteers were added to the team.

The norm was to practise international English from the start. This successfully helped to develop an attitude in which most volunteers felt welcome and in which the could contribute. Especially for those people working along the Dutch for a longer time, cultural differences and the slipping of the tongue to Dutch were very challenging at times.

26 Planning Weekends

Contrary to Dutch customs, Roverway 2018 was organised within 10 Planning Team weekends. Usually, numerous evening meetings were conducted. This was possible in the national headquarters due to the relative size of the country and accordingly acceptable travel times. To accommodate for social gather- ings and to enable internationals to participate, Planning Team weekends were introduced. This worked out very well, as it facilitated for both formal meetings and informal get-togethers.

All weekends were structured with dedicated time slots so everyone knew what to expect. We strictly had to prevent volunteers to work after dinner, as some would otherwise keep working around the clock. Fri- day evenings were for Steering Committee meetings and the Roverway Training. Saturdays started with a Steering Committee briefing and then all time was used for meetings and tasks until dinner. The evenings were used for informal training and topic sessions first and then campfire afterwards. The Sunday morn- ings were used for teams again while the Steering Committee stayed after lunch for a final meeting.

All SteerCo members had to report on the status and progress of their teams during the first 4-5 week- ends and also on the plans for the coming weeks. The format was fixed and contained: achievements, the scope of the team (and the outscope), budget, planning and team organisation. This simple project man- agement structure helped to make choices early on. Later in the process, this method was abandoned, because to operational issues that required attention.

Bottle Ceremony Every new volunteer to the Planning Team was invited to the “Bottle Ceremony”, a moment of silence and reflection. Volunteers were asked to put a message to oneself in a large bottle, which symbolised the “Roverway Spirit”. The pile of personal messages was individually returned after the event, to enable volunteers to look back and consider their role during the Roverway 2018 years.

The weekends strongly contributed to a common work ethos and an open atmosphere in which every- body could feel welcome and supported. Repetitive emphasising of the Roverway Spirit, the structural use of international English as working language and several exercises and ceremonies helped building the team and a collective sense of ownership. Many lasting friendships developed during these weekends and people also met apart from Roverway.

27 Walk throughs

During the last Planning Team weekend before the event and on site in the evenings before the largest transport movement, we conducted walk-throughs of the event’s most critical moments. Some examples of the walkthroughs that were conducted are the build up in The Hague (or Zeewolde), registration in The Hague, cooking during the central camp at Zeewolde, the Life action Game.

The main objective of each session was to identify elements, friction or incoherences when putting the teams’ various plans together. The walkthroughs consisted of describing all actions in detail in chrono- logical order. This was a very successful method to align the expectations between teams and indeed unveiled omissions and contradictions. It would have been beneficial to organise walk-throughs earlier in the process.

Rovers and Rangers as Steering Committee

Keep Improve • Attract young people in key positions. • Lack of project management skills with less • Supporter - SteerCo combination. experienced Steering Committee members. • Organising the event during weekends. Give enough support on this. • Mixed SteerCo with members from the host NSO and Scouts from other NSOs.

Recommendations: • Develop the role of supporters/ mentors. • Split the responsibility of supporters into mentoring and co-production.

One of our main goals was to put young talents in key positions, backed by experienced coaches. This led to a Steering Committee with 11 Scouts and Guides with an average age of 24. Every SteerCo member was backed by one or two experienced coach(es), so-called Supporters. With the exception of two, the Steerco members had no previous experience with large (inter)national Scouting and Guiding events other than participating or as volunteers for a day.

The SteerCo members brought a lot of energy and were very driven to make the project a success. This drive, together with the weekends, helped in forging a team and creating a shared vision of what Rover- way 2018 should look like. Due to the lack of experience and no history at national level, sacred cows did not play a significant role in the decision-making process. All team members came with new ideas and were open towards them.

28 Project management skills

Their attitude made the team flexible in making decisions, which was needed during the event. The lack of experience had one major consequence:, a lack of project management skills in the Steering Commit- tee. We focussed a lot on team building with training and preparing Roverway 2018 and did not spend sufficient time on the team members’ hard skills.

To balance this, the team members were bolstered with several management tools (attached), as we identified six major fields of learning: prioritising, planning, stakeholder management, keeping the over- view, delegating, planning and getting from theory to practise. Additional emphasis was put on commu- nication skills.

This was by far not sufficient to support the young crew on these topics and led to a lot of last-minute work, improvisation and decision making. It was anticipated there would be consequences in excess spendings and ceding in quality. Budget accommodated for this and major issues were timely taken care of by the great effort of Supporters, the Training team and the Project Directors.

Late rescues proved to be very demanding for both the experienced and inexperienced volunteers. The last-minute pressure was high and the flexibility of all involved was needed, especially during the final preparation stage and during camp.

29 The Steering Committee member – Supporter constellation

The experience was instructive for the SteerCo members as well for the Supporters. Their role challenged them to develop other skills than the standard organisational role and our supporters learned a lot concerning the perspective of SteerCo members. The Supporters were facilitated in their role with sep- arate Supporter meetings to exchange experiences and to learn from each other, e.g. by intervision. The Supporter role covered the coaching of the younger SteerCo members as well as the responsibility for the work package of their SteerCo member.

We concluded that this twin role turned out to be impossible to facilitate for in one position and by one person. On one hand the Supporter would give space to the SteerCo member to attempt new initiatives and to develop him- or herself. On the other hand the Supporter was responsible for the content and actions of the work package as well.

In most combinations we experienced that the Supporter either worked together to deliver the work package with the SteerCo member in order to finish the task or was more focussed on coaching the Steer- Co member instead of keeping an eye on finishing tasks.

The experiment of the SteerCo - Supporter setup was very valuable for Scouting Nederland. Roverway 2018 showed that this is a suitable way of bonding and training young volunteers. Furthermore it is pos- sible to involve experienced volunteers who are not only motivated to execute the job by just themselves, but would like to handover their experience and knowledge to younger volunteers.

The system can act as an accelerator to bridge volunteer generations and to boast a new impetus to an aging volunteer force. As facilitator, experienced volunteers help the development of the individual, which adheres greatly to the philosophy of Guiding and Scouting.

30 Working with young key decision makers

Working with a young group of people brought the challenge of them not having a full overview on the total amount of work that was needed to be done and how certain actions influence the efforts of others. The experience and knowledge level of the supporter is of key importance, including the level of coaching skills.

Overall, the activities of a very young Steering Committee required constant attention and a competent group of supporters to make sure that the work was overseen, it met the necessary quality and was done in the end. The final result of this ambitious experiment was very positive and Roverway 2018 was well-received by the Contingents. Most of the teams had to do a lot of work in a very short time span as a consequence.

Daily routine during camp The young members of the Steering Committee were asked to submit their daily schedule to safeguard regular working hours. Most young ánd experienced members made long days. Social control was ad- dressed frequently, so that key volunteers appealed to each other to take sufficient rest. All members chose a “buddy” to serve this purpose and all Supporters, SteerCo members and Project Directors formed pairs or trios so that at least one contact was available throughout the day.

The young SteerCo was instrumental in getting this result. Each of the members of the young SteerCo made huge steps in personal growth. For most of the young SteerCo, the job and learning curve was not simple. Roverway 2018 provided a place where growth could take place, which brings along a lot emo- tions and team work, in a relative safe environment. For both youngsters and Supporters, the Training Team for professional support in this field was vital.

31 Recruitment

Recruitment of the Planning Team started with the recruitment of the Project Directors, treasurer and HR coordinator. The initial result was unsatisfactory, which led to the need to attract additional financial coordinators. The HR coordinator changed three times due to changes in personal choices. The search for Project Directors was long, but eventually led to the appointment of three directors instead of the envis- aged two. It took some time to establish well-defined portfolios.

Recruitment of the Steering Committee and Supporters was largely done by the Project Directors by a na- tional call and an international call for three to four international positions. Until less than a year before Roverway started, not all Steering Committee positions could be fulfilled. Opposed to our expectations, we attracted more young women than men.

32 Training

Keep Improve • A dedicated raining team has the bandwidth to • It could have been agreed better what the role organise multiple training alternatives. of the Training team was during Roverway • Multiple trainings were developed, including 2018. specific team building for SteerCo and sup- porters and also one for Path leaders. • Fun and training often went hand in hand during the planning weekends.

Recommendations: • Keep a separate training team for Roverway with flexibility to organise for general and special training.

A training was designed to help the Planning Team’s volunteers to prepare for the organisation of an international event and used the Supporter and young Steering Committee member configuration. Development of the training started at the same time as the Steering Committee, enabling a tailor-made training approach.

A mix of inexperienced and experienced trainers worked together, learned themselves and delivered. The very first planning weekend was used to design a training programme, consisting of a training for new volunteers (the Newbie training, for all volunteers who joined), teambuilding for the Steering Committee and its Supporters, Path leader training, Saturday evening training, Training on demand, reflection for the Rover Representatives and training for the Heads of Contingents. The Training Team took the initiative to offer a Path leader training. A series of training topics was deliv- ered and well received on the Path leader preparation days (part of the preparatory weekends), although initially the Path Team required some convincing.

It was only in the last part of the planning stage that the Human Resources team, the Rover Spirit Team and the Training team worked together more closely. In retrospect, cooperation between these teams in an earlier stage could have created even more impact. Also, more time could be spent on facilitating the development of the trainers and their needs themselves.

The Newbie training was provided at all planning weekends on Friday evening. The training was aimed to prepare all members of the Planning Team for the challenges ahead (cultural differences, being an ambassador and explaining the set-up of Roverway). Approximately 80% of all staff members participated in the training although some people in key positions did not, apparently due to lack of time.

The SteerCo team building weekend helped the SteerCo in a critical stage to reflect and prepare for the next stage. A dedicated programme for SteerCo, Supporters and both was prepared. To facilitate for reflection, this weekend was “abroad” in Coo, Belgium.

The Path leader training helped to prepare Path leaders for their challenges and provided tools for both hard and soft skills. This included background on international Guiding and Scouting, WOSM & WAGGGS, the educational objectives, team roles, guidance on reflection, feedback and first aid.

During each planning weekend there was time for an on-demand training or a moment of informal train- ing on Saturday evening. Topics that were addressed were: team roles, working under pressure, feedback, communication and team building. 33 Long term international volunteers

Keep Improve • Attract international volunteers to boast the • Arranging housing and accommodation needs event by their enthusiasm and effort. to start at the day that the application is • A great lot of work was done before and during posted. Roverway 2018 by our very flexible internation- • Planning Team members had to learn how to al volunteers. find the international volunteers. • The individual and different personalities con- • Guidance and mentorship on the job. tributed to the Planning Team and Roverway 2018 in an invaluable way. A big thank you!

Recommendations: • It is highly recommended to organise such an event together with international volunteers, because of a high added value on all levels. It is also recommended to start arranging housing early, as well as mentoring and setting up a structure in which teams can work more closely with international volunteers. • Have an early start. Getting eligible authorization and certification takes time, finding partner organisations within Scouting and Guiding and their cooperation as well. Safeguard to have the project deadline after the actual event. • Have the capacity to put sufficient time to arrange for accommodation, introduction and continu- ous guidance on the job, skills development and mentoring. Involve the volunteers in this as much as possible and as early as possible (already when they are still at home). • Provide as much clarity on tasks and position within the Planning Team and how to work together as possible. Communicate this broadly within the Planning Team. • Have a midterm evaluation about eight weeks after arrival, as this is the time when routines de- velop and hidden difficulties emerge. Evaluate on accommodation, social life, tasks, workload and skills development/ mentoring. • Have people available on local level who can help with all sorts of practicalities, i.e. from lost keys and closed gates to social support and visits to a General Practitioner. • Accommodate additional budget to the exchange schemes and be transparent about the financial policies and any difference between schemes. Facilitate for solvability of the volunteers. Keep a distinct project budget as well as an overall event budget. • Have people on call who have knowledge from the European EVS scheme, whose guidelines some- times appear difficult to interpret.

Four international volunteers, Monika Sedlická, Luiza Bobăilă, Mathieu Vivien and Caroline Arragon worked full-time for Roverway 2018 for seven months up to one year. It was the first experience of Scout- ing Nederland with full-time international volunteers and the exchange schemes. Apart from their specific work, all four put tremendous effort in the preparation and facilitation of meetings and Planning Week- ends, support of teams and coordinators and secretarial assistance.

With extreme scarcity growth on the housing market, organising accommodation proved very difficult given the tight budget. Eventually, temporary housing units were put on the International Scout and Guide Centre Zeewolde premises and a car was bought to cope with the relative distances and remote location. Upon arrival of the first, the units sadly were not fully operational and volunteers worked exces- sively to get everything arranged.

34 Perceived very remote by the Dutch, the location appeared to be loved by the four volunteers after all and a social environment developed with emerging friendships within the Planning Team and the local Scout- ing and Guiding unit, Jan Wandelaar. Especially in winter time, the intimate cohabitation - and working closely together too - was challenging at times on personal level.

Name Sending organisation Scheme Polyvalent assistance European Voluntary Monika Sedlická Junák – český skaut Administration, finance Service Organizaţia Naţională European Voluntary Communications, Luiza Bobaila Cercetaşii României Service marketing Programme support, Refu- Mathieu Vivien Scouts et Guides de France Service Civique gee project, Path Leader Caroline Arragon Scouts et Guides de France Service Civique Registration, sustainability

Having international people in the Planning Team helped putting in perspective the decisions that were taken. They brought diversity, their own experience and alternative ways of doing things. All learned a lot, for example taking responsibility, personal growth and professional skills.

Initially, many Planning Team members were not fully aware of the potential of having full time volun- teers as a resource. More preparation could have improved finding a balance between full-time volun- teers, delegating tasks and the rest of the Planning Team, for example in coordinating between volunteer work in evenings and full-time work during daytime.

In addition, mentoring, development of roles and tasks and guidance on the job should have been better. Additional support and reflection was offered later on, but it was too late to serve everyone. Cultural dif- ferences, most notably the “open” and sometimes direct Dutch work habits, language and our “bread-on- ly-lunches” were challenging. We did not succeed in providing mentorship sufficiently.

Despite these shortcomings, from both the Planning Team’s and the volunteers’ perspective, it can be concluded that the experience and contribution was of very great value and fun as the four proved to be very flexible, proactive and entertaining, leading into well-established relationships and personal reflec- tion. We cannot thank them enough.

35 Exposure

Roverway 2018 was marketed in an early stage. After the Bid was won, immediate work started to design a logo and branding to recruit both Contingents as volunteers and to create an interest base across Europe. The online Tulip Shop with outsourced branded items for sale such as sweaters -an account of Spread- shirt- helped well.

Pre-event online merchandise sales Sales Quantity Hoodies 327 T-shirts 189 Other items 89 Shipped to 21 countries other than NL 75% of total

The pre-Roverway exposure consisted of various active social media channels, the European launch during the annual Joint Conference in Norway (June 2016) and presence during a number of events, such as Roverway 2016 in France, Moot 2017 in Iceland, the German Speakers Conference, Agora, the Academy, the World Conference in India and national events in Belgium, Portugal. Italy, Germany, Denmark, Swe- den and Luxembourg.

Domestic exposure was widespread during the visit of Her Majesty Queen Máxima, queen of the Nether- lands, to Roverway 2018, where she met several organisers such as Path leaders, coordinators and mem- bers of the Steering Committee in Voorburg, The Hague.

Selected exposure indicators Followers 8.000 (Facebook) & 4.900 (Instagram) Social media views 461.317.800 Video views between 18.300 to 45.600 Press coverage 70 (i.e. Radio1, NOS, BNR, Telegraaf, Volkskrant, local newspapers) Website visits 502.000 Most frequent downloads Maps of the central camp at Zeewolde & The Hague, Terms & Conditions, Participant Guide (Tulip Info), Flyer, Logo, Style Guide

36 Event execution Weather impact

The weather was far hotter than expected. Forecast was followed closely in the days prior to Roverway 2018 and a Heat Plan was developed. Additional interventions were shading, adjusted meals (additional nutrients and salts), adjusted work hours to avoid direct sun and to facilitate for rest and cooling, extra ice cream, poster to raise awareness for sufficient hydration, purchase of 10 airco systems, sun cream and containers full of bottled drinking water. When temperatures rose, Path leaders were asked to stop or quit physically intense activities.

Impact: • Profound impact of volunteers’ wellbeing and efficiency • Less daytime hours to prepare • Increased expenses and waist due to adjustments for water, shade, cooling and nutrients • Delayed deliveries as equipment from other events arrived later as working time to load, unload and transport this equipment was limited elsewhere too • Increased use of first aid due to heat-related health issues • Increased risk of overheating of kitchens, work spaces and electric- and computer systems • Increased deterioration of food kept in tents and backpacks • Necessity to spray water across fields and roads to limit dust • Delayed or adjusted programme and meals • Delayed tap (drinking) water sanity (first series of tests prevented regular tap water use in the first days) • Deteriorating quality of swimming water

38 Sustainability

Keep Improve • Start with the subject already during the • If you choose for such a subject give it enough preparation phase. priority, less is more. • Consistently raise awareness. • Reserve budget for the subject.

Recommendations: • Have one referent Project Director for sustainability, ensuring that minimum results are achieved. • Have one person per team as a liaison to enable a dedicated sustainability team to have an over- view of all sustainability-related activities happening within the Planning Team • Involve Rover Representatives, CMTs and HoCs. • Pay sufficient attention and communication on food, food storage and meal preparations/ recipes towards participants to prevent food waste. Carefully asses diet wishes and national/cultural cus- toms, as some participants tend to leave disliked ingredients untouched. • Maximise use of digital media in camp challenges on site for communication towards participants, so paper is only used in rare cases. Balance this effect with the effect on the environment. • Balance the production of waste from disposables in relation to waste from automated dishwash- ing, flexibility for improvisation and the transport of kitchen utensils by plane by participants. Choices are necessary, but all options have a downside. • Advertise sustainability efforts behind the scenes as they often remain invisible for participants.

Sustainability was an objective of Roverway 2018 as we deemed this to be a regular effort. Given the choice to have youth empowerment as main ambition, sustainability was not given priority. A dedicated team of three people was created to target reducing waste and having green energy on site. Budget for green energy was limited however and it appeared to be challenging to come with practical proposals. Efforts focussed on reducing waste, before and during Roverway 2018.

The Planning Team members themselves were encouraged into sustainability via activities during the preparatory weekends, such as during Earth Hour. The team consistently raised awareness, inviting the Planning Team members to sort their waste better, to carpool, to save energy and change their habits. Although not all Planning Team members were sustainability aware before, it became clear that sustain- ability was part of Roverway 2018. This was mostly due to the efforts of the Sustainability team.

The learnings related to sustainability are: • The hot weather resulted in unforeseen and difficult to prevent waste, mostly food waste (due to limited cool storage capacity) and water bottles. • A limited budget in combination with regular event equipment provides little opportunity to reduce the carbon footprint. • To reach sustainability objectives while not being a priority needs sufficient attention amongst all teams. • Interventions and sustainable working methods need clear explanation if these are not clear or visible for participants and staff (i.e. waste was not collected by separation, but separation was done more efficiently by machines afterwards).

39 Achievements: • Feedback to other teams regarding activities (e.g. cancellation of an activity with bottled messages to be thrown in the sea). • A Sustainability Kit containing tips and advice to have greener meetings more easily, instructions to organise a “Do It Yourself” workshop, links to inspiring videos and a game from the WOSM environ- mental programme. • The “Clean the Beach” activity with Frans Timmermans and some participants even asked for more clean-up activities to be organised at Zeewolde • Workshops, activities and social media posts to raise awareness, amongst these the GoGreen pro- gramme in cooperation with the International Scouts and Guides Centre Zeewolde, WOSM and WAG- GGS. • Reusable food was donated to local food banks. • Replacing reusable cups at bars replaced disposables. • (Lots) of no-reclaimed lost and found items have been donated to charity. • Bundled and tailored delivery and transport of food to Paths and the central camp at Zeewolde re- duced the amount of waste significantly and limited emissions. • Maximal use of digital media (i.e. participant guide) instead of print. • Walk lanes lighting was LED. • The coinless payment system prevented waste production. • Infrastructure and materials were re-used for the national Sea Scout camp afterwards. • Much waste seemed a lot but was merely spacious, such as aluminium foil and wooden pallets. All- in-all, the amount of waste left afterwards was minimal for a camp of this size, most notably on the fields.

40 Communication

Communication to volunteers and participants during the event was done by several means: • A run-up of meetings in structured order to set the activities for the day: the Steering Committee’s daily meeting (9 am), the daily HoC meeting (10 am) and the daily Rover6 meeting (11 am). • All other team meetings were scheduled around these times according to their daily routine. Most no- table are the security meeting (afternoon) and the food meeting (evening). The IST briefing was also scheduled in the evening. • A central post provided direct contact by portable radios for safety control and emergencies. Addi- tional portable radios and wireless dect phones were offered by the telecommunications team of Production 2018. During the Path stage, the Path coordination team intensively communicated with their Path leaders in the field. • The daily HoC meeting and dedicated Contingent supporters of the International Relations Team were instrumental in the communication with and towards the Contingents. HoCs and CMT had pi- geon holes and access to an online document sharing system. • The Marketing and Communications team provided an online participant guide and a foldable map which also featured the overall time schedule. • The lack of subcamp staff provided a lacune in communication to the participants.

41 The Hague

Keep Improve • Go for a great opening venue and good key- • Accessibility of site. note speaker. • Programme for early arrivals. • Landing zones for individuals and Contingents.

Recommendations: • Opening Ceremony in total could have been longer, the span of attention of participants was - at this stage - still good.

Roverway 2018 started in the city of The Hague. Various participants travelled well before the start to the Netherlands on an individual initiative. Roverway 2018 referred to various Scouting and Guiding camp- sites which flooded with participants and Contingents in the days leading up to the event. Some IST showed up two days in advance. A soccer court was occupied by about 40 participants the night before registration.

The registration, opening and overnight stay in The Hague was on the North Sea shore. The Zuiderstrand theatre’s parking was transformed into arrival station for the Contingents, for parking, gathering, line-up and registration. Participants could drop off a second bag -i.e. for a set of clean clothes- to be picked up at the central camp at Zeewolde after their Path.

A parking lot between the theatre and the dunes was used to position the container yard, the base for all infrastructure and services needed. Being an very urban site and surrounded by residential areas, the port and construction sites, logistics were efficient nonetheless.

42 Registered participants proceeded across the dunes to the beach to pitch their tents. This was the place where they met their fellow Path participants for the first time. The camp featured a wooden boardwalk and stretched for a kilometer of beach. Hot temperatures during the day and night got some participants sleeping under an open sky. Dinner was provided by food trucks. Early arrivals had plenty of beach games to do and, of course, the sea.

The Opening Ceremony around sunset featured a speech by the Project Directors, WOSM and WAGGGS, the International Commissioners and the calling of all Contingents. The keynote speech was delivered by Frans Timmermans, Vice Chairman of the European Commission, and was well received. Mister Timmer- mans engaged in a beach clean-up activity with several participants before the ceremony and took the opportunity to meet representatives of the Planning Team over dinner.

Lines for the food trucks in The Hague were quite long for the first meal (diner), while lines for breakfast and lunch were managed quite easily with a capacity of up to 900 people per hour.

The Opening Ceremony concluded with testimonials of several Rover Representatives, the first perfor- mance of the Rover Band and a DJ. For those willing for some exercise, a dune walk by night was on offer as well as various beach activities.

The next day featured mainly the transfer from The Hague to the Path locations and the introduction to the Path programme and their peers. The Path leaders picked up their Patrols in The Hague. For the ma- jority, transport was provided by bus.

43 Paths

Keep Improve • Great experience of participants during their • Develop a system to identify less popular Paths Paths due to the quality and diversity of the or those with less quality, to help bolstering programme. the participants’ experience • Number of days Path as share of total event • Level of subcamp organisation days help participants bond and enjoy. • The RoverBand was very energetic and an asset to the event

Recommendations: • Let subcamp leaders and Path leaders sleep on the subcamps to ease communication. • Develop a practical method for onsite and offline communication towards participants where the subcamps and Path Leaders have an important role.

The Paths of Roverway 2018 consisted of 4 to 5 Patrols from different Contingents when possible. Each Patrol had 5 to 7 participants, apart from exceptions due to national particularities. Based on the evalua- tions from Finland and France, the Path stage was extended with one extra day, leaving three full days for the central camp at Zeewolde. During these days, all Paths camped together. The bonding experience,re- sulted of intense living and cooperation together, proved again to be key for Roverway.

44 Rover Band

One Path was dedicated to perform as a music group. A pre-event online call for band members resulted in a diverse Rover Band, which met twice before Roverway 2018 to meet and practise. Both Path leaders supported in the development of their repertoire. The Rover Band used the Path stage to practise more and performed many times on stage. The band was a powerful expression of the energy of Roverway 2018 and exemplary of the way we worked to empower young people.

Subcamps

The Roverway concept embodies camping of Patrols by Path, not by Contingent. For every two subcamps there was a tent, which contained some tables/benches, a power outlet and an emergency phone. On the outside of the tents a big display showed information about programme and services. The sober set up resulted in participants not having a place to go “home” to on the campsite. As the Information point was close to the participant subcamps and it was shared with the Path coordination team, it became the subcamps’ headquarters too. This was not anticipated, but managed well, solving the majority of short- comings.

45 Central camp at in Zeewolde Central camp at in Zeewolde

Keep Improve • Make the opening a memorable experience. • Ceremony team which is big enough for the • Design principles for the site made it easy to amount of ceremonies. make choices. • Align the ceremonies’ expectations with all • Campfire cooking stakeholders upfront. • Provide enough shade on site; • Clear communications concerning first aid

Recommendations: • Communicate beforehand how the first aid post will be organised and clarify any potential differ- ences with other events/countries. • Involve medical IST in an early stage before the event starts and facilitate for online preparatory meetings. • Be prepared for differences concerning certificates, authorization levels and seniority between international medical staff members. The interpretation and mandates per medical position differ to a large extent and may limit the space of volunteers to maneuver if not discussed thoroughly beforehand.

Ceremonies

The Opening Ceremony at The Hague was a memorable experience, which really kicked off the Roverway event. Frans Timmermans’s speech drew a large crowd of locals too. The Ceremony team was small, with little ceremony experience. They had many other tasks during Roverway 2018, which meant there was not always full focus on the ceremonies themselves.

The expectations for the ceremonies were not fully clear, which resulted in many last-minute changes to the ceremony programmes, partly on the spot, resulting from the interaction with WOSM and WAG- GGS. Frictions occurred between a number of teams due to the translation of the ceremony into French, therefore it is important that the expectations for translation are outlined from the start. The ceremonies required a lot of cooperation between the teams, but it was left until quite late in the planning process to work on them.

Menus

Participants in Zeewolde had two dinners provided by food trucks and two dinners were cooked by them- selves on campfires. The lines for the food trucks were shorter than in The Hague and were manageable. However the size of the portions and quality differed per food truck, which was perceived as unfair by the participants. It proved difficult to have individual suppliers following up their contracts.

The massive campfire cooking proved to be successful, especially regarding this being the first time in decades to do so under Dutch event regulations and on this scale. Emissions and foil waste were deemed unavoidable, as the only other option was the abolishment of the campfire cooking. Not all Patrols fol- lowed the instructions, which resulted in meals of various qualities.

47 Site & layout

The site in Zeewolde has been acquired and developed recently. The basic infrastructure (electricity, water, internet, sewage) was present. Due to changes in priorities, the anticipated warehouse was not yet build. A small compound of temporary offices was accompanied by two temporary container units as accommodation for our long term international volunteers.

With this being the base, all other infrastructure was erected by our Services and Production 2018 teams. This encompassed tents, subcamps, office space, a food distribution centre, staff restaurant, activity fields and a central “Tulip Plaza” housing Foodhouses, the Rainbow café, the main stage, the WOSM, WAGGGS and Contingent pavilions, the Listening Ear and Faiths and Beliefs tents and the Chill but Chal- lenged lounge or relax area.

The site was decorated with a windmill, a large gate with canal houses and a floating “See you in Zeewol- de” landmark. A large floating jetty was placed before Roverway 2018 started to provide sufficient dock- ing capacity for Nawaka, which was partly used by Roverway too. The warehouse and auxiliary services such as the emergency communications theatre were placed a little further out.

Design principles were to have: • A minimum of motorised traffic interfering with pedestrians • A central place as a meeting space • A separate space in easy distance from all activities for volunteers • Sufficient distance of volunteer subcamps to guarantee rest and silence • Sufficient space of the participant subcamps to enable group-wise camping by Paths

These principles worked out very nice, however it would have been good to have IST and Planning Team at closer distance when the site layout allows this. The demand for office space, tent space and electricity sockets was larger than anticipated, but it would be recommendable to limit this to safeguard that volun- teers are going out and enjoy the camp as much as they can.

48 SCENES certificate International Scout and Guide Centre Zeewolde received the SCENES certificate during Roverway 2018. The SCENES certificate (Scout Centre of Excellence for Nature and Environment) is an international cer- tificate for Scout and Guide Centres who are leading in the field of sustainability. The activity programme was deemed sufficient for Roverway 2018, but is regarded to need further development to meet the requirements of SCENES. The venue is lacking a coherent set of activities to be available after Roverway 2018.

For further international or large events, structures or trees which provide more shade are highly recom- mended. International Guides and Scouts are used to use hammocks, which need anchor points to hang.

49 First Aid

During construction stage, first aid supervision was done by two volunteers on duty. For extended sup- port, the local General Practitioner was on duty and also the regional hospital. Basic first aid was supplied when needed.

After the opening in The Hague, all IST and CMT travelled to Zeewolde. Some HoCs and IST expected a fully operational clinic based on their domestic way of organising aid and care. This led to discussions on the how first aid was expected to be organised during Roverway 2018.

When participants arrived, the first aid assistance was scaled up. As working methods and norms differ greatly across Europe it was challenging to find a common base to operate the first aid post. After initial constraints, the post started to run as expected.

50 Activity Fields

Keep Improve • Number, quality and participation in work- • Support and organisation of materials and shops equipment for games and activities • Close alignment and coordination with WOSM and WAGGGS • External activities (e.g. in Zeewolde)

Recommendations: • The central plaza or boulevard accommodates several functions, assign a single (couple) to coordi- nate the various interests, needs and efforts.

Each of the four Activity Fields were dedicated to one of the identity statements. The activities included the Rover Academy and activities in,on and around the lake. The Rover Academy included Ted-X style lec- tures, so-called RoverTalks by prominent and diverse speakers on the themes. Also the national training team, WOSM and WAGGGS organised workshops and activities.

The Spanish and Italian Contingent organised workshops which were both a good addition to the pro- gramme. The participants were able to go ‘on’ the water i.e. by rafts, sailing vessels and canoes at least once. They could have experienced this during their Path and/or during the central camp at Zeewolde. The water activities were very popular and at times there were long queues.

There were enough activities for 4,000 participants and we had to skip some activities which were pre- pared. Sailing, 3D printed woggles, clogs as woggles, paracord woggles, cycling to the city centre, human bingo and meeting the Mayor were very popular activities.

51 Harbour Water Fun Change I’m involved in the I’m open to others I recognise myself I can make a difference world around me Field & sailing Field Field City centre 3D print woggles Twister Archery Tag ScoutTalk reclaimed land Bullying on social media Play/Design comp. games Bamboo lashing Alcohol in scouting Global warming Drumcircle Build a raft Ride a bicycle Minimal living workshop Decorate a Sign Celebrate Sinterklaas Filming with your phone Penny can stove Escape Room Integration Pubquiz Make your own water filter GoGreen solar oven Life of a CEO Jellyfish ball Historic Dutch games ScoutTalk helping Life of an athlete Kubb ScoutTalk politic. struc- Building a Tiny house Wooden Shoes Learning Dutch tures Unity through peace Make your own woggle Living stratego ScoutTalk sustainability Waste-art Mirror House Obstacle course Can candle holder WOSM Rights for YOU(th) Natural Beauty Workshop Pillowfight Workshop Plastic Recy- WOSM talk about Scouting Primitive Fire Sailing cling WOSM cleaning toilets Science Show Canoeing Info market WOSM community involve Scouting on your Resume Soap slide Workshop Italy WOSM Dialogue for Peace Slacklining Ultimate Frisbee WAGGGS digital Scouting & WOSM Technology Stopmotion Werewolves of Millers Guiding WOSM Social impact Philosophy Talk Hollow WAGGGS Eco steps WAGGGS Stereotypes: Wood crafting Make a silkscreen WOSM Active Citizenship Unboxing the Boxes Workshop Drawing WAGGGS The Great Adven- WOSM political arena WAGGGS New Horizons Yoga ture of Water WOSM Kandersteg WAGGGS This Girl is on Fire Radio Scouting WAGGGS Mission Impos- WAGGGS+WOSM Go Scout WAGGGS Quest for Adven- Institute of Brilliant Failure sible & Guide Abroad ture WOSM Youth Forum WAGGGS Come and Be the WOSM Sustainability WAGGGS Social Media WOSM Youth Wall Change! Salvation Army Menu WOSM Decision Making WAGGGS Changemaker Scouting Academy WAGGGS+WOSM, In the WOSM Prejudice with SDGs Shoes of migrants WOSM Leadership WAGGGS Cooking in the GoGreen climate change WAGGGS Fly Your Colours Sun with the Sun GoGreen Ecolabels WAGGGS Diverse Identities WAGGGS Say Yes to How to become a hero WAGGGS Plant your Self- Healthy Relationship! Simulate a disability Tree WAGGGS Be Brave, Be Safe Red Cross - silent disco WAGGGS Identity through Durability Workshop Art Living in a tiny house WAGGGS Challenge your- self WAGGGS Relax, Replenish, Revive GoGreen Poster top 5 GoGreen Footprint

52 Central boulevard - Tulip Plaza

Chill but Challenged Based on the evaluation comments it is clear that some “chill” time was much appreciated by the par- ticipants. Chill but Challenged was the place to be. A diversity of activities was hosted and the relaxed atmosphere was present almost the entire day and evening. The tents opened at 9:00 and closed at 2:00 in the morning. The Spirit Team offered a range of activities to address the theme “Opposites Attract” to achieve the Roverway Spirit badge.

Amongst a range of activities, the zone was the start for a wide variety of activities on the Scoutingland- goed to help Rovers and Rangers become more eco-friendly and more aware of their own behaviour within the framework of the GoGreen programme. Think about calculating your ECO footprint, doing a game about the UN Sustainable development goals, testing the water and air quality, make art of waste. When the participants did a certain number of green activities and a small service project, as a reward they received the World Scout Environment Badge, the Biodiversity Challenge badge and a Dutch badge about the Environment.

Ballpit Game zone Pros and cons of 6 environmental Bees as pollinator: A role playing Global warming statements: debate game Improvisational Theatre Pubquiz Bingo Introduction to environmental Service: site clean-up Boot camp project program Silent Disco Can you drink it, can you swim in Karaoke Speeddate it? Explore water quality KISC game / international friend- Understand the Sustainable de- Can you stick the air to paper? ship velopment goals: play the board Check it out! Massage Salon game Cocktail Bar Molky Waste no more: party mask Dance and Stop Musical Chair Photobooth Yoga

53 Faiths and Beliefs Keep Improve • Faiths and Beliefs zone • Coordination with external working groups • Listening Ears addresses needs of participants concerning faiths and beliefs • Mass was well attended and received • Time and location in programme to facili- tate for increased use of Faiths and Beliefs programme • Balance festival and reflective time and activities

Recommendations: • Provide a place for religious gatherings of individual Contingents

The Faiths and Beliefs zone was just off the main Roverway plaza in a quiet and secluded area. Many par- ticipants spent a number of hours taking part in the Faiths and Beliefs activities. Due to volunteer short- ages, a paid staff member of Scouting Netherlands had to support this programme during the preparation stage.

It was decided to hold an inter religious ceremony that would allow participants of all faiths and those without a specific faith to think about their spirituality. Although a good number of participants attended the ceremony, it could have been communicated better to draw a large crowd.

Following requests from a number of larger Contingents it was decided to host a Catholic mass on the main stage on the first day the central camp at Zeewolde. A few local priests volunteered to organise the mass. The coordinating priests experienced many challenges from the chaplains and Heads of Contin- gents, varying from religious differences to language requests. Eventually, the mass was well attended.

Listening Ears Listening Ears was run by a combination of Planning Team volunteers and IST. It provided a drop-in space for participants to sit and talk through issues, concerns or stresses. The team was busy, and many partic- ipants returned just to sit and relax. The location provided a quiet secluded space away from the noise of the activities, however being out of the way had some downfalls, Listening Ears could have been better advertised through signing and a visible clothing.

54 Life Action Game

Keep Improve • Use a real-world issue for the Life Action • The ideas of the Life Action Game started early, Game’s premise: i.e. destruction caused by but the final developer of the game was found flooding and rising sea levels. only in March. • All participants could participate in one large • Participants suggested in the evaluation to game. host the Life Action Game earlier during the central camp to help to get to know more peo- ple beyond their Path.

Recommendations: • It is recommended to organise a Life Action Game based on a real life world issue, however prepara- tion should start early and needs a dedicated team.

The Life Acton Game consisted of an almost full day of programme, meant to raise awareness amongst participants of their role in the decision-making process as potential leaders of society. Many of the par- ticipants joined.

The Life Action Game’s premise was that the world had been destroyed by flooding and sea level rise. Teams of participants had to re-establish nations, decide on rules and compete with other countries on inflatable obstacle courses.

The layout of the campsite meant that for briefings participants had to go to an adjacent field. It was during these periods that participants dropped out. Mixing participants into new groups that were not a part of their Patrols or Paths allowed them to meet new people.

Organising the Life action Game had its struggles from the start. It was difficult to recruit a volunteer to develop the game. An interim solution was found working with one of the long term international volun- teers. The final developer was found in March and created a simplified version of the game. Participants were put in groups using badges, which was a little chaotic because clear signs were missing. As the Patrols were mixed into new peer groups, the game offered another opportunity to meet new people. The concept was met well, however participants suggested in the evaluation to organise the Life Action Game earlier in the week.

55 Foodhouses and pavillions

Keep Improve • The IST opening parties in the Foodhouses • The application process started off slow due to were valued high and were a good try-out as the lack of volunteers. well. • A stronger link between the Rainbow café • The Rainbow cafe was very well received by and the Listening Ears team could have been both the participants and IST, especially the helpful. diverse and complete programme. • The Planning Team bar was discussed and approved beforehand, however more transpar- ency towards the HoCs could have prevented discussions during Roverway 2018.

Recommendations: • The Rainbow café programme was diverse, complete and appreciated very much and therefore it is recommended to make this a key element of Roverway and linked with the Listening Ears team. • Find a solution to store food while providing sufficient and timely food delivery on a large scale basis which limits food waste and is still cost-effective. • Be open and transparent about all topics, which might be culturally sensitive to others, and actively share any considerations made behind the scenes, but stay close to your values so you can live up to them.

There were five Foodhouses and Pavilions at Roverway 2018. Foodhouses were selected through a tender process with Contingents and member organisations. The process for selecting Foodhouses could have been developed better and initial unclarity resulted delays in getting essential information to other teams, most notable the Food and Services teams. The Foodhouses and pavilions were expected to cater for drinks and beverages, an expression of their distinct national identity and the evening/ night pro- gramme.

The number of Foodhouses was based on the expected capacity we needed to provide. The Foodhouses organised successful opening parties for the IST, showing appreciation for their hard work during con- struction. Each Foodhouse had to support itself budget-wise and it was envisaged all would be neutral for the wider event budget. We succeeded in that except for the Finnish sauna, because we did not want to charge additional fees for in-event activities.

Foodhouse/ pavillion Main character Sold items & servings Poland Cosy pub 7.100 Germany Dancing, Black Tents 15.000 Switzerland Roadside restaurant/ terrace 12.000 Rainbow Café Dancing, LHBTQ-themed 4300 Finnish Sauna Daytime activity none

From all servings, 29% were sodas and juices, 28% were non-alcoholic beers, 15% were snacks, 9% were menus. All culturally distinct servings were highly popular and sold out soon. Several smaller vendor counters existed in addition, such as in the IST area.

Foodhouses ordered their supplies from the Food team. This was a lot of work, but the coordinator of the Foodhouses managed to do this very well, by putting in long hours. The foodhouses were managed by the Program team while the IST bar was managed by the Path team.

56 Recommendations Centralise the responsibility of all food and beverage distribution points in one team and allocate respon- sibilities for the venues’ programmes to the programme team.

Rainbow Café

The Rainbow café offered a complete and diverse programme, particularly aimed at supporting the LGBTQ+ community and providing a safe environment to ask questions and gain understanding. The participants and HoCs responded well to the open and inclusive atmosphere. The café ran a drop-in pro- gramme during the day and parties during the evening.

The Rainbow cafÉ was received very well by the participants and IST. Many comments in the evaluation forms indicated that the open atmosphere and ability to discuss the topics involved with LGBTQ+ was highly appreciated.

At the start of the planning process the Rainbow Café was not budgeted for, but it became clear that a small budget needed to be laid aside to help with creating the Rainbow café.

Recommendations • A stronger link between the Rainbow Café and the Listening Ears team could be established to help facilitate sensitive conversations. • Keep the Rainbow café as an element in Roverway to build upon the experiences in Finland, France and the Netherlands.

57 Alcohol policy

One of the cultural differences we faced was the culture of drinking alcoholic beverages by adult volun- teers when they are amongst peers within Dutch Scouting and Guiding. To avoid the non-alcohol policy to be a deal breaker in recruiting essential volunteers, we decided to host a Planning Team bar off the event site to cater for volunteers with a long track record in camp construction and in running the vital infra- structure and services.

With a strict policy on behaviour, attendants were not allowed to return to the campsite after their visit. The venue prevented any alcohol to be used, kept hidden and kept secret, which would hamper control. All volunteers were encouraged to join in the event and not to visit the bar. The great majority of volun- teer teams agreed amongst themselves to abstain.

During camp it turned out to be occasionally demanding to manage the door policy without full-time supervision. This led to discussions and questions from some HoCs at a HoC meeting as some IST were looking for access and the policy was perceived opposed to our equality policy by some. The policy was jointly approved beforehand with WOSM, WAGGGS and the national board, but being more transparent towards HoCs about the presence of a Planning Team bar would have provided more clarity and under- standing.

Childcare

The Childcare facility was available for children of Planning Team members, CMT and IST, aged between 4 and 12. Childcare was available from the 25 July until the 1 August and provided a wide range of fun and enjoyable activities. Eight children attended the childcare facility daily, which was less than the antici- pated 30 children from different ages. Even when exceptions were made on the allowed age range. The fixed Childcare team was supported by a small IST team who remained consistent throughout the event. Childcare was provided for a fee. To facilitate free day care, several volunteers brought their partner (for a fee), paired with their partner as volunteer or brought their own team (some Foodhouse crews).

58 Evaluation stage Evaluation stage

Keep Improve • Extensive evaluation with WOSM and WAGGGS • Follow-up of planning • Final Planning Weekend to evaluate, award • Pace of financial conclusion and celebrate

Recommendations: • Appoint a single coordinator to organise the evaluation and to be responsible for pace and progress of financial accounting and reporting, not being a Team leader.

For evaluation and awarding purposes, a final Planning Team weekend was organised with a thank you evening (party) and evaluation sessions. All volunteers and stakeholders were invited. Additional evalua- tion took place with stakeholders and WOSM and WAGGGS.

Financial conclusion was time consuming due to the dropout of a key treasurer and shortage of volun- teers during the event. A lot of facts and figures needed cross-check afterwards and gathered pace only after most volunteers had recovered from the summer.

In addition, most Contingents and countries appeared to close the books at the end of the year, which was not anticipated as this is early in the new year for the Dutch. The financial conclusion took consid- erable time, mainly due to finance coordinators’ other priorities, low international response and staff changes within the national headquarters.

To handover content and experiences for following international and national events, an accompany- ing “Roverway 2018 Tool” was developed, highlighting the innovations, working methods, impact and lessons learned. It features all key information used and made available, including key indicators and statistics.

60 Planning team International Relations Team

Keep Improve • The team recruited team members in an early • Support HoCs in visiting the Paths and start in stage to bond with Contingents from the first due time before the event to plan these visits moment, which worked very well • Both HoC weekends were a success, balanced between informative and fun.The organised receptions for guests and VIPS were received well

Recommendations: • Be prepared for unannounced guests and VIPs by organising clear communication about how this should be arranged and what should be done.

The International Relations team had two main roles. The team was the link between the Planning Team and the Contingents and also coordinated the support and services for guests and VIPs. During the event, daily HoC briefings took place in the morning. The team was key in the communication between the Con- tingents and participants and the Planning Team.

Once onsite, the International Relations team and Planning Team was confronted with the sudden drop- out of the Team leader and responsible Steering Committee member, which had a profound impact on the team and the wider event. Improvisation mode was found quickly, but remained demanding.

Contingent supporters acted as liaison for the HoCs and CMT to: • Promote Roverway 2018 as an event to bolster Contingent registrations. • Support in Contingent organisation and preparation, including registration, travel plans and information supply. • Organise two HoC weekends to share information and gather feedback. • Maintain frequent contact with HoCs by regular online meetings and bilateral contacts.

The Guest Services team was responsible for the registration of and programme for guests and visitors in both The Hague and Zeewolde. Various receptions were facilitated and catered for, such as the HoC and IC reception, parents and relatives of Steering Committee members, receptions of WOSM and WAGGGS, sponsors and suppliers and FOSE.

A key enabler to the team’s success was recruiting the team members at a very early stage, to give time for them to bond with the Contingents and each other. Early recruitment was done on purpose, because in- ternational relations were important from day one onwards for marketing and communication purposes.

Communication with individual Contingents was managed through Email (OTRS), a Facebook group and phone, which gave the HoCs plenty of communication options. The HoC weekends were successful, since there was a clear structure during the weekends and the ratio between information and fun activities was balanced. Cooperation with the Information Management Team was crucial for these weekends.

During Roverway 2018 there was a very close cooperation with the Path Coordination team, which was flexible and proactive in solving problems together. The guests and VIPs experienced Roverway 2018 the way we intended, were satisfied with the location, and the receptions were a success, with good quality of food and drinks.

Arranging Path visits by HoCs was vastly underestimated and required arrangement in a very late stage. This was a major stress point for the first couple of days, since there was a lot of pressure given the existing interest. 62 Information Management Team

Keep Improve • The central team provided a hub for all infor- • Establish clear interpretation of responsibili- mation and safeguarded a single source for all ties between the IM team and team Marketing information. It worked very well and Communications • Individual automated check-in to the event • Role as information hub during the camp near worked great the subcamps and entrance • Flexibility towards changing time schedules • Online administration systems and deadlines

Recommendations: • Develop a generic new registration system which enables accessibility to individual accounts for Contingents and its volunteers, guests and participants can register Path preferences and allocate Paths, can run reports and validate data and can contain or link to diet specifications and (QR) iden- tity tags. • Close the registration four months prior to the event, then use one month to verify and update the data and allocate Paths. • Communicate all information about Paths automated and directly to HoCs, Path leaders and partic- ipants so there are no delays in information distribution and everyone has the same level of knowl- edge. • Do not bother to invest time in a registration system for lost and found. People do not tend to pick items up very much. Store lost and found items in a secure and central location.

The Information Management team was responsible for the registration of volunteers, participants and guests, to provide reports about statistics, manage information flows, assist in the Path allocation, man- age lost and found, insurance, legal necessities such as compiling the terms of conditions and to maintain the event 100 weeks planning. The team ran the information point during Roverway 2018 and facilitated the onsite individual check-in process. One person was responsible for the registration system, which helped a lot.

Planning Team volunteers had to register on an individual basis once they had been accepted by the HR team. WOSM and WAGGGS each registered their staff and volunteers by bulk. HoCs had to be endorsed by their International Commissioner. HoCs then were able to register their CMT, IST and participants by bulk and could enter the registration system. Meticulous work was done to ask as much of the necessary individual information via the HoCs at once, limiting the communication frequency and time span. The responsibility for the police record checks was put with the HoCs, so that every national policy could be adhered to.

The last half year before Roverway 2018, registration activities proved to be a substantial effort. During the event the Registration team managed the registration process in The Hague, was responsible for the Information tents (in The Hague and Zeewolde) and lost and found. The registration of guests initially witnessed less attention due to volunteer shortages, but was taken up well later on.

Sticking to deadlines appeared to be really difficult for the various teams and individuals. The Information Management team also assisted in arranging VISAs in cooperation with the International Relations team. When needed, invitation letters were supplied. When about half of the Lebanese Contingent did not get a VISA for Roverway 2018, the IM team jumped in to convince the authorities about the nature of the event. This helped and the Lebanese Contingent could join Roverway 2018 after all.

63 The check-in in The Hague was set up using automated name tag processors and we could handle up to ten registrants at once. The pre-send QR code on the tickets helped to move fast and prevented a lot of errors. Hard cases were handled separately and most of the 4,500 people were registered between open- ing at 8:00 am and closing 16:00 pm. During lunch, the queue grew fairly long due to some Contingents wanting to register as a whole.

The data was converted into one database with reporting accessibility and fast lookup via a secure web- site. Contingents could enter, edit and adjust their own data and we spend lots of time on checking and correcting the data in the database to prevent errors at the event start.

The registration system of Scouting Nederland was used to register all Roverway 2018 attendees, but proved incapable to facilitate for international needs, which resulted in additional expenses for work- arounds and time consuming and painstaking volunteer work.

The registration deadline of 1 May was very tight and delayed due to shortage of Path leaders and volun- teers to generate information for Contingents. Eventually, the Path allocation result was good, >70% of the Patrols were allocated to one of their preferred Paths and on average four to five Patrols of different Contingents were put together.

Most Email, most notably Email belonging to core communication processes, were gathered in a digital customer environment (OTRS) to keep track of answers and progress. In this system we could read the Email, reply directly or assign someone or a team to follow up. In this way we could manage all Emails and questions with different people. Expect to need someone full-time working on answer delivery in the two months before and one month after the event.

64 Program Teams

Keep Improve • WOSM and WAGGGS supported programme • Communication of the programme elements development based on the educational philos- towards participants (and other teams) could ophy of Rangering and Rovering have been better • The Roverway 2018 storyline was a great • Some evaluation comments mentioned a guideline for the (Program) teams ‘festival style’ event, missing some of the tradi- • The activities were diverse (biking to Zeewol- tional Guiding and Scouting elements de, sailing, beach lounging and many diverse • Capacity of the Program teams: more people workshops) are necessary

Recommendations: • The support from WOSM and WAGGGS on the programme aspects that are not ‘natural’ to the do- mestic planning team is highly recommended. • Make use of the opportunities of the direct surroundings. • Cut in side projects or have a well-established experienced team with liaisons from cooperating partners. I.e. the refugee project was budgeted for, but it turned out to be difficult to connect to refugees willing to join Roverway 2018. • A ticketing system for popular activities could reduce some of the queues. • Keep the input and reflection of Rover Representatives to the programme activities.

Central programme delivery was allocated to two heads in the Steering Committee and subsequently two teams. To enable sufficient gravity of programme quality and delivery, especially in balance with the often heavy orientation on the event Production teams, two heads were deemed necessary. One team -”Program Opposites”- specialised in individual activities while the other - “Program Attracts”- focussed on the collective activities.

Program Opposites Program Attracts The Hague The Hague Beach walk-in activities Opening Ceremony City exploring activity (Crazy 88) Campfire (cancelled due to risk and permit) Main Camp Zeewolde Dune walk (evening) Welcome Ceremony Interreligious Ceremony Main Camp Zeewolde Life Action Game Cycling track to Zeewolde city centre Rover Show & farewell party City centre tour and activities Closing Ceremony Nautic activity field RoverTalk (Tedx-style workshops) Faiths and Beliefs zone Workshops and Clinics Listening Ears Chill but Challenged (lounge and meeting area) Foodhouses and pavillion programme: • German Foodhouse & disco Tulip Plaza coordination (central boulevard) • Polish Foodhouse Spirit Team (educational objectives advocacy) • Swiss Foodhouse IST programme • Finnish Sauna • Rainbow café

Rover Representatives coordination, weekends and day offsite Child care 65 Programme content was a concern as the Dutch reference of programme delivery is mostly oriented on an approach to action and physical activities and less on the Scouting and Guiding philosophy, personal reflection and growth, spiritualism and worship and service to the community.

We expected this to be a demand of participants from the visiting countries, especially from the Southern and religious-conscious organisations. To foster programme development in this field, WOSM and WAG- GGS delivered each one volunteer to support and bring in experience. To help generate the Roverway feeling and atmosphere, the teams developed a storyline rationale or needs/emotions curve to identify natural moments as anchors for specific activities.

The combination of prior Roverway experience, training and guidance of WOSM and WAGGGS, the es- tablished Roverway training scheme and input from the international people in the Planning Team was hugely successful. All moments and activities showed specific fields for improvement, but the overall programme met most ambitions, had a high quality level and were well-attended.

Fields for improvement were the communication of programme elements to the participants, the inten- sive deployment of volunteers due to staff shortages, provision of shade and for some relatively less pres- ent “classic” activities such as climbing, campfire, badge trading, pioneering, obstacle course, etc. Some feedback mentioned a “festival” character which did meet less with traditional expectations or values, while others praised exactly that. This potentially could be traced back to differences in generations and national customs in Guiding and Scouting.

66 Program The Hague The aim was to provide a programme that was easy to join for all participants regardless at what time they arrived. Easy and fun activities to encourage meeting new people and getting into the Roverway Spirit. We organised some low key activities on the beach, in the dunes and in the city.

There was a place to rest a bit in the lounge area, which was received very well and was soon fairly busy. We arranged larger activities like visiting a nearby city, sailing, canoeing and workshops. Especially visit- ing a nearby city and sailing were very popular.

Programme logistics One activity field was in the city centre of Zeewolde, near the central camp, which was very popular due to the opportunity for participants to cycle the 5 kilometres off-site. Planning an offsite activity proved to be challenging due to the time associated with the contact and coordination with the municipality of Zeewolde and other programme suppliers, the necessary transport arrangements and the relative periph- eral location from the main camp. After some bikes were left behind along the way and in the city centre initially, all 400 bikes eventually were returned to the rental company.

Within the wider Planning Team, the activities in the city centre had the tendency to get off scope, result- ing in insufficient support for the activities and volunteers downtown. The same applied for the projected activities in the centre of The Hague, but the vast majority of these activities were cancelled on the day itself due to the extreme heat and lack of necessity as most fresh arrived participants showed no interest to explore the city after their wary travels.

A ticket system for popular activities could have helped so participants didn’t “waste” their time on wait- ing. Subcamps were assigned to an activity field per half-day part, but this was intentionally not enforced, to facilitate flexibility and spontaneity. We were very happy with the help of the Sea Scouts within the Planning Team. They helped to organise the water activities ,which was easy for them because of their network and nautical knowledge.

One of the programme teams lacked attention to return all equipment and to organise some used equipment to be removed from the site. It is recommended to pay sufficient attention to the take down schemes and to take sustainability into account.

Rover Representatives Rover Representatives have an active role as representatives of their peer group and Contingents. We had 28 Rover Representatives from 16 countries. The Rover Representatives attended two weekends in the Netherlands prior to the start of Roverway 2018. These weekends provided the Rover Representatives the opportunity to contribute to the development of the programme, reflect on the host’s programme and ac- tivities and to meet and discuss the expectations of the event. The weekends included training, reflection sessions and lots of opportunities for international exchange.

During the central camp at Zeewolde, the Rover Representatives had a separate event in a nearby natural heritage site -the Rover Representatives Day-, where they had talks and seminars with several speakers from WAGGGS and WOSM.

The programme the Rover Representatives attended from start to finish was well-rounded and enjoyable. It would be recommended that closer guidance should be sought from WAGGGS and WOSM. The Rover Representatives could have played a bigger role in Roverway 2018’s programme.

67 Refugee project As a side project, Roverway 2018 aimed to host a number of young refugees during the event. Consider- able time was spent on the plan and Vluchtelingenwerk (a Refugee relief NGO). A part of the budget was reserved to cover their costs and fees. Unfortunately, the contact did not developed as anticipated and it remained challenging to find refugees willing to sign up.

Future projects should focus on young refugees who just received a resident permit. The right intermedi- ary should be selected accordingly, which are municipalities in the Netherlands. The project was coordi- nated by an international volunteer and given the complex nature of domestic networks and bureaucracy concerning refugee relief, it would be advisable to find a volunteer with domestic experience in this field.

Team cooperation and staffing The small teams and the large number of diverse tasks made it difficult to prioritise and develop the full range of programme.

It helped to make decisions in an early stage by making sure that finances were visible and clear. In the preparation phase, clear communication and division of tasks lacked between different teams and we stayed in the brainstorm phase for quite some time.

The Activity Fields team was very small, only four people for four Activity Fields, which in the end did not work well. At least 2 persons per Activity Field would have been nice.

There was a structural shortage of IST for the programmes or IST were requested to help elsewhere. It is recommended to organise bigger activities (many participants involved). Externals, like Contingents, WOSM and WAGGGS, are able to organise activities for a small amount of participants, as they probably have enough trainers to facilitate these smaller, high quality workshops.

68 Paths

Keep Improve • A clear structure and guideline was set up to • The Path Support team should have dedicated help Path leaders to organise their Path HR/recruitment, communication and adminis- • The Roverway budget card worked very well trative support • The help of WOSM and WAGGGS with Path • Volunteering shortage was most prominent in leaders was great. For future Roverway edi- the Path team, impacting the Valleys, dead- tions this could be standard lines and communication in the end • Path quality varied

Recommendations: • The setup with the ‘Path handbook’ and Path leader training should be kept. It is recommended to add dedicated HR, recruitment, marketing, Information Management team members from the beginning to the Path team. • Estimate the available volunteers better and plan for external help and/ or hiring from the begin- ning.

The Program Path team was responsible for organising the Paths and subcamps. This included recruit- ment and training of Path leaders in collaboration with the Human Resources team and Training team, creating the Path guidelines, the actual preparation of the Paths with the Path leaders and Path coordina- tors, addressing practical and logistical issues and to make sure that the Paths ran well during the event.

The team consisted of a Team leader, six coordinators and a budget controller, who also kept track over Path overviews. It would have been good to have additional support for administration, Path communi- cations, equipment and transport. The scope of the Path Coordination team appeared too large for the number of volunteers.

During the preparation stage, considerable time was spent creating a ‘Path Handbook’ with all necessary information of Path leaders. When Path leaders were recruited, they started writing their Path script; their plan. The scripts were provided via the Roverway 2018 website to the participants to assist in choosing a Path. Several scripts were late or delayed and therefore available to participants late, largely due to a shortage of Path leaders. Most of the Path leaders got into contact with their participants via Facebook and/or Email.

Path leader training was offered extensively in the preparation stage by the Training team, which was positively received. Next to practical skills, Path leaders were trained in intercultural communication and their role as leaders and motivators.

The Path leaders paid with a special Roverway budget card. These were great and efficient in use, be- cause no reimbursements needed to be made. The amounts only had to be justified with receipts. It was occasionally inconvenience was that the budget cards could not be used in an ATM.

69 Valleys The initial proposal in the Bid to group Path leader by so-called “valleys” did not take off. Valleys were considered a useful method to offer learning activities run by external knowledge partners such as univer- sities, regional governments, entrepreneurs and companies. Due to understaffing, the concept of Valleys had to be abandoned.

Recruitment and shortage of Path leaders The recruitment of Path leaders appeared extremely challenging until the very last day. The national volunteer resource pool was much quicker exhausted than expected. Informal networks of volunteers needed to be scraped to approach potential recruits. One effect was that selection on competences was almost impossible. Data from the national member registry, such as Email addresses or phone numbers, proved inaccessible or outdated and was severely limited to use due to privacy law (GDPR) constraints.

Several so-called “calling evenings” were organised to have a team of volunteers to call list of potential candidates and to follow-up on these calls. An employee was hired to assist in this effort. This put extra pressure on core volunteers. In addition, local and regional meetings were visited to market volunteering for Roverway 2018. This could have been significantly more, but the number of people able to do so was small too, as this activity was very time consuming.

WAGGGS and WOSM contributed a significant number of Path leaders, which was a big relief. With limited resources, these Paths were supported as much as possible. Eventually, we still lacked a number of 20 Paths leaders and were hired by an employment agency two months in advance of the event. The Path leader shortage escalated to national level and additional effort and resources were allocated, but did not take off very well. Initially Roverway 2018 had a shortage of 120 Path leaders, which was alleviated by hiring, WOSM and WAGGGS and cut back in the number of Path leaders per Path.

The enduring Path leader shortage had a profound impact on Roverway 2018: • The quality of Paths differed a lot • The Coordination team was understaffed. It is highly recommended to provide a larger team and sub- sequent governance for the organisation of Paths. • For the WOSM, WAGGGS and paid Path leader the Paths (scripts), all equipment, sites and local issues needed to be coordinated by the Coordination team, which was a task which was extremely time consuming. • Path campsites and other venues were booked late at higher expenses. • Information on Paths became available late and registration deadlines for participants needed to be postponed, leading to communication challenges with HoCs and for HoCs and CMT with their partici- pants • Teams and tasks depending on Path statistics, such as the purchase of food and the numbers of seats needed on busses, needed to wait very long, adding to peaks of work in the months and weeks prior to the event. • Team Marketing and Communications and the Human Resources team were overstretched due to the necessity to step up recruitment efforts continuously. • The remaining time, dedicated to subcamp planning, was very limited, leading to gaps in the organ- isation of subcamp logistics and communications. which needed to be solved on the spot, such as food storage and cooling capacity, subcamp staff and dish washing facilities.

70 Path registration and allocation

Keep Improve • Path allocation algorithm and software • Safeguard commitment amongst domestic • Press HoCs to recruit participants in time to regions and local Scouting and Guiding organ- allocate Patrols to Paths to allow the Planning isations or groups/ crews to host and organise Team proper preparation time Paths • Pre-book campsites and allocate budget and risk to this • Create a team dedicated to Path leader recruitment

Recommendations: • Organising Paths takes considerable effort, so allocate a considerable amount of volunteers to coor- dinate and support all Paths too. • Give the Paths’ organisation and the recruitment of Path leaders absolute priority directly after the allocation of the Bid, but make sure that the first recruits remain committed as there will be a knowledge and loyalty gap between the first and last waves of Path leaders. • Prepare a Path Handbook or guidelines at once if possible and not piece by piece. • Use budget debit or credit cards to accommodate Path leaders and specific coordinators. • Do not underestimate the effort it takes to organise Paths and design an effective organisational structure to do so, facilitate quick execution and optimised communication. • Have a dedicated team for the recruitment of Path leaders, next to an overall Human Resources team and the Path Coordination team. • Support the Path Coordination team with staff for communication, budget control, equipment and administration.

Due to the shortage of Path leaders, we had to decide to split the Path registration deadline into two opportunities for enrolment. Patrols could select one of the available Paths for the first deadline or wait for the second deadline when all Paths would be available. In a later stage, the second Path registration deadline had to be shifted again due to a lack of Path leaders developing their Paths. In the end five so- called “mystery Paths” needed to be published, because these Paths were not ready having full descrip- tions.

As a result of these delays, the Path Allocation team had only two weeks time for allocating Paths to Pa- trols. A combination of a computer optimisation algorithm and manual adjustments was used. We were able to achieve that over 70% of the Patrols were allocated to one of their selected Paths. On average four to five Patrols from to different Contingents were allocated per Path, despite the existence of a number of large Contingents. Resolution of some Math-related errors caused a few weeks of intense communication between the various Roverway teams and the Contingents.

71 Logistics & Services Teams

Keep Improve • The beach in The Hague was highly valued as • The complex structure required frequent align- opening site ment between all parties. • The venue in Zeewolde was large and open • The International Guides and Scouts Centre and very suitable for Roverway 2018 Zeewolde lacked international event experi- • The Logistics and Services team was split ence among multiple axis: locations (Zeewolde and • The process to get the required permit in The The Hague), Logistics and Services, Planning Hague took a lot of time and effort, because of Team and Production 2018. Agreements were the location, facilities and safety and transport made among these multiple axis. Until fully requirements. agreed, many issues were resolved between teams and persons in a constructive manner

Recommendations: • It is recommended to start Roverway in a unique location, despite the huge amount of work to arrange everything for a short period. A more simple organisational setup would be beneficial, although it was a consequence of the two events in 2018. • Offer inexperienced volunteers a chance to volunteer as a trainee prior to the actual event to gain experience and build a network.

Logistics and Services was divided into four dedicated teams, of which two were part of the Planning Team, being Services Main Camp (responsible for the central camp at Zeewolde) and Services and Logis- tics The Hague (responsible for the site in The Hague and most of the transport). Services include infra- structure, tents, rolling stock, waste disposal, first aid and security, programme materials, equipment and inventories and arranging the event permits from authorities.

Preparation included the drawing of the site map and layout, assembling the safety and security plan, ordering quotations and equipment, delivering the construction and take down planning, tent plans and interior layouts and coordination with authorities, most notably the municipalities of the Hague and Zeewolde, local police and fire departments, the regional health service, lifeguard service and the port authorities.

The focus of Services The Hague remained obtaining the permit of the municipality of The Hague until weeks before the event started. The urban location in the direct vicinity of construction sites, the lively neighbourhood of Duindorp, the nature conservation area of sand dunes proved extremely challenging. The site was nothing near perfect in terms of transport and drinking water supply and the conditions for driving on the fine sand and taking the tides into account only added to the challenge.

The situation worsened as the municipal liaison proved to be inexperienced, communication amongst public services hampered, the local beach bar changed its attitude and the site layout changed due to construction works, but all turned out for the better after all.

The focus of Services Main Camp consistently was the cooperation with the Scouts and Guides Centre Zeewolde and Production 2018. The brand new centre was still lacking event experience and the gov- ernance of Production 2018 had not been established in time. Informal networks between volunteers proved to be the base of constructive cooperation for the timely delivery of necessities. The team was able to work with considerable last-minute savings imposed by the Project Directors.

72 The other two teams was the volunteer staff on the International Scouts and Guides Centre Zeewolde, who helped out in accommodating our long term international volunteers and the preparation and running of the existing site infrastructure. The second being the Production 2018 team, active for both Roverway 2018 and Nawaka, the national Sea Scout camp, and consisting of experienced volunteers from the national event support resource pool. Production 2018 arranged water, plumbing/ sewage, electricity, lighting, decoration, the warehouse, stage constructions, the telecommunication network and pioneering objects.

Centralised transport for luggage and other goods from the opening venue to the central camp at Zeewol- de - the so called “blue bags” after the Finnish Roverway edition- was offered. This enabled Contingents to move equipment and enable participants to bring additional clothes and camping gear for the post- Path stage. The bags fitted in about one sea freight container.

The Services team consisted of the following sub teams: Water, Electricity, Warehouse, Telecom, Pioneer- ing, Decorations,. HR and Production 2018 were represented. We missed a team which was responsible for Tents and Terrain. At the site we managed with IST and Plan- ning Team members, however we advice to have a team which will also do all the teams’ planning and have the knowledge of how to build tents.

Delivering the essential information for the permits was challenging as the programme teams needed more time to develop the programme than anticipated. Keeping track of orders and order status across teams, organisations, third party suppliers and international partners remained an issue throughout, due to various communication constraints and was finally solved well by a lot of on-the-spot improvisation.

The Heads of both service teams volunteered as trainee during a large national leader event the autumn before Roverway 2018, which proved to be very fun and effective.

73 Food Team

Keep Improve • Improvisation to solve issues concerning • Less waste of disposables individual diets and challenging dishes such as • Quality of participant food (less bread, more proper kosher cooling capacity) • Salad bar and quality of food in staff restaurant • Cooking on open fire

Recommendations: • Have vegan as an option • Ask HoCs to discuss the necessity to demand non-medical diets, i.e. gluten free and vegan options, as numbers (and expenses) rise • Internationalise menus for participants and limit local and national dishes for some single occasion(s)

The Food team was responsible for all food distribution and supply, including supervising and coordinat- ing the external food suppliers. Main food supplier was Ahold, with additional local purchasing and the deployment of food trucks on strategic occasions, such as in THe Hague. The use of food trucks enabled to limit the number of volunteers needed, added to the camp experience and eased logistics.

Food distributed at the food distribution centre (FDC) was organised for breakfast, lunch and campfire meals. Participants were guided in campfire cooking by written instructions and a few IST on site. Some participants did not read the instructions well, which caused a diversity in quality of the campfire meals, too much waste and, at times, uneven distribution of food amongst the Paths after the handout.

Participants experienced not enough diversity in food, in general there was too much bread and too little fruit. Based on feedback from HoCs, the international menu was changed back to identify better with Dutch culture.

A staff restaurant served breakfast, lunch and dinner for all the members of the Planning Team, Produc- tion 2018, IST, CMT, HoC and guests of Roverway 2018. Breakfast and lunch were served all morning, dishes were done in a central dishwashing kitchen. Staff food at Zeewolde was organised really well. The salad bar satisfied a lot of people and restaurant probed to be a great place to work.

Roverway 2018 faced scarcity of Kitchen Cooks to cook in the staff restaurant. In fact we never had enough cooks which resulted in a higher workload for the cooks present. In reflection, cooks should have been hired.

Food logistics was the spine of the Food team. An innovative system was introduced: the food was picked up and returned in crates, which could be used from food supplier Ahold. Available storage on the sub- camps was not sufficient: participants did not have enough space to cool their food which resulted in unnecessary food waste.

Almost all allergies could be catered for, although proving extremely demanding. The Restaurant team designed a tool to easily process dietary information and match this with the menu options, the compo- nents that caused issues and the available ingredients at the suppliers. Menus were available in 24 diets and a number of styles (i.e. Kosher, Halal).

74 Diets and allergies At the opening of the Staff restaurant it appeared that a lot of information was missing in peoples ac- counts. It appeared that 25 to 30% of the volunteers at Roverway 2018 had a diet/ allergy or combination that was not registered before the start of the event. Allergy rates differ greatly between countries. There was an above average score on allergies among the UK Contingent, while Scandinavian Contingents had aes having relatively large number of vegetarians and vegans.

Most notable diets and allergies Prevalence indicator Vegetarian +++++ Milk & lactose +++ Celery + Pork + Molluscs +

A current trend in society is that food allergies grow in number. The importance emerged to think thor- oughly about the way of asking participants and volunteers about their food allergies. The difference between a serious (medical) gluten allergy and a “fashion gluten allergy” is not clear for all users. Only medical gluten allergies were anticipated.

Kosher provided a challenge to serve too. Unclarities concerning the differences between “Kosher” and “Kosher style” needed to be solved on the spot. “Kosher style” is a soft version of the Kosher diet that says to ban pork, crustaceans and molluscs and to separate dairy and meat in a meal. A conservative Ko- sher diet is much more complicated and in the preparation this necessity was not anticipated for. Better preparation could have catered for using the assistance of a rabbi of the military or international flight operator. The opportunities for Kosher diets are easier (and cheaper) than they seem on first hand.

There were quite a few who had wanted to register for a vegan diet for the event, but instead had in- formed the team to be allergic for all animal products (milk, eggs etc.), as vegan was not an option to select. This caused a lot of confusion during Roverway 2018, when people asked for a vegan diet. In hind- sight, cutting corners on vegan diets was not the best decision. After all, it took a lot of extra work to cater for this need. The lack of a vegan option was due to the perceived large and expensive effort of orthodox vegan cooking.

75 Human Resources Team and HR policies

Keep Improve • Rewarding activities (during and before Rover- • Volunteer numbers way) • Working long hours during Roverway • Only a few Planning Team members dropped • IST allocation was demanding, because skills out during the event, despite the high work- and jobs needed to be matched. This turned load. out to be a big job • During the camp, the job was done despite some no-show of IST. A big thank you to all who helped.

Recommendations: • Appoint a dedicated IST coordinator per team. Appoint an IST coordinator in every CMT, responsi- ble for IST to liaise with the Planning Team.

The Human Relations team was staffed by a head of Human Relations, a supporter, an advisor, a coach, a back office employee and two IST coordinators. Shortage of Planning Team members was an issue for all Roverway teams and also for Human Relations. In the ideal situation, two extra advisors to support the teams would have been helpful and at least two IST coordinators extra, dedicated to an IST coordinating team.

During Roverway 2018, the Human Relations team worked very long hours. Most of the team members totally missed out on the experience of the Roverway programme. All Human Relations’ advisors were busy visiting the teams and served as a listening ear to the work-related issues and tension between staff members.

A lot of preparation time for the Human Relations’ advisors was put in getting the right people at the right place. This went well despite the general lack of volunteers.

The Human Relations team was in charge of handing out the Planning Team T-shirts and scarfs, process- ing the police record checks and delivering “safe from harm” training. The responsibility of the police record check for international volunteers was put with the HoCs and international commissioners of MOs and NSOs.

Human Relations organised volunteer rewarding activities, coaching sessions and feedback on team development to team heads. This was highly appreciated. A lot of effort was put in the containment of the consequences of volunteers leaving their initial position due to various reasons, by allowing for job mobility, which worked for the better for both the team and the volunteer involved.

Human Relations facilitated the recruitment process, but ownership was always with the teams. Members of the team could bring in their own network, because a lot of people wanted to be involved based on informal relations and friendships. The Human Relations team itself was highly appreciated. As a result, only few Planning Team members dropped out during the event, which is impressive given the pressure on all teams due to the lack of volunteers.

76 IST deployment During planning weekends the inventory was made on the required number of IST and skills per team. About 200 members of the International Service Team (IST) joined Roverway 2018. About 60% was added to a dedicated team during the entire period at Roverway 2018, such as Marketing and Communications, Food Volunteers, First Aid and Technical experts. The other IST were added to different teams throughout Roverway 2018. Some IST were also involved in joining a path (15-20). Some of the IST were part of a Foodhouse team and could not be assigned to other tasks, which was not taken into account timely.

An IST Job Office was set up about six months before Roverway 2018 started. The Job Office was first focused on getting clear the requirement and wishes needed of the IST. It took some time to get the list of skills into the online system and we passed the deadline for getting the skills back from the IST. IST job allocation was done based on these skill sets.

We started off with assigning the specialist tasks and then filled in the gaps for those who were interested in the type of work offered. During Roverway 2018 we let go the role-oriented approach and switched to a task-oriented approach. We had to fill in many non-planned tasks. Crucial safety teams required a lot of focus during Roverway 2018.

Merging these wishes into the skill set was a demanding task due to a lot of late incoming wishes. IST were matched with critical jobs, which involved extensive communication with the teams. The IST plan- ning was hard with all the changes and wishes for help. During the event IST felt welcome at the Job Office. The supported they felt in the teams that they we’re working for could have been better.

IST were offered a separate IST programme and IST hangout (lounge area), which was centrally located near the staff restaurant. IST were offered a day offsite during the Path stage, which meant automatically less availability for the build-up, but highly appreciated. The IST hangout offered IST programme activi- ties, could help out with practical questions and provided a meeting and relaxing space.

Volunteer shortage HoCs (33) were not scheduled, but helped out, especially during pre-camp construction stage. All CMT (95) were scheduled for about four hours a day. Sometimes this made scheduling complicated. During the construction stage we calculated that we needed approximately 2,500 to 3,000 hours of IST help (300 - 350 IST).

Without the hard work of the IST and Planning Team members we could not have finished in time. During the central camp at Zeewolde most of the teams were understaffed.

On top of that, we suffered from a large no-show percentage during the central camp at Zeewolde. We had to open the restaurant later or could not staff some of the activities. About 30 to 40 older Patrol lead- ers (participants) helped out. In addition, volunteers of WAGGGS and WOSM helped out in the kitchen or other short tasks.

77 Finance Team

Keep Improve • Two large sponsor deals were made and from • Due to a lack of volunteers no other additional both municipalities, The Hague and Zeewolde, funds were brought in grants were received • Low capacity for the amount of work after- • Both the national shop as the Roverway wards with a lot of invoicing and debtors to webshop (online and onsite) achieved enough call sales • Due to late decisions, 80% of the expenses • Payment system with tokens on a debit card were done in the last two months prior to the worked out really well event.

Recommendations: • Make sure there is a system in place to facilitate for the cashback of financial claims by (young) vol- unteers, as their ability to pay in advance on their own account is limited. • Financial procedures are always difficult to adhere to. Repeat the rules of engagement when it comes to finances again and again. • Enforce frequent reporting and accountability of teams at all times. Inexperienced volunteers may think they genuinely do well, but this may prove otherwise. • An estimated 80% of the budget will be spent in the eight weeks prior to the Opening Ceremony, so plan accordingly.

The Financial team was in charge of budget control. The fee per Contingent was set based on the BNP. Non-European Contingents paid the maximum fee according to international policy of WOSM and WAG- GGS. The average fee for European Contingents was kept just under €300,-

In January 2018, we increased the budget, when we got better predictions of the number of participants per Contingent. At that moment the budget was based on 3,800 participants. Team budgets were in- creased accordingly. In May 2018, new Contingent estimates came in and we had to lower the estimated number of participants and accordingly the budgets for the team. The final budget was based on 3,650 participants following the absolute registration deadline.

Budget controllers were made responsible for multiple teams due to the lack of volunteers. We were for- tunate to find additional budget controllers in the very last moment before the event started. Two people worked closely together with the national cash management team to manage the cash flow and the team had one insurance specialist.

Cash management The financial system, using prepaid cards during the activities in The Hague and the central camp at Zee- wolde ensured that no money was needed at the camp. The prepaid registration pass contained a chip that could be loaded with ‘tokens’ by charging it as designated onsite ATM’s. Tokens could be spent at the Food Houses or shop. The ‘bank’ was open throughout the day. After the camp the tokens were refunded. The overall system was received well and recommended for other Scouting events in The Netherlands and Europe already.

78 Marketing & Communications Team

Keep Improve • Early marketing efforts and visiting interna- • Onsite in-camp communication towards par- tional events paid off very well, leading to a ticipants and at subcamps needs more offline high number of participants tools and visibility • High visibility on national level due to great • Increase communication capacity or cut in imagery and intensive use of visual identity tasks • Application of visual identity onsite and online • Start recruiting translators well in time due to using all possible tools scarcity of available people

Recommendations: • Make Social Media a dedicated subteam. • Have one person of WOSM, WAGGGS and the NSO/MO office on the team and meetings as linking pin. • Make sure you have got a team vibe and have every leading position filled in in pairs, the best is one creative mind and one down to the point productive person. • Communicate clear deadline and guidelines and make sure they are visible for everyone. • Late work, night shifts and flexibility in work- and lifestyle of the volunteers are unavoidable as Mar- keting and Communications is always at the end of the process, no matter how much you plan.

The Marketing and Communications Team of Roverway 2018 was responsible for all communications, including all visual appearances before, during and after the camp and the promotion of Roverway 2018 as well as recruitment efforts.

All other teams require marketing and communication support at some point. Some need this team earlier in the process and some in a later stage and most of the time this team is the “end-magician” to a running task. A lot of plans were made beforehand and we had to throw many of them overboard, when we came across technical problems like computer configurations, information walls and the equipment for the shows.

We had to wait for a lot of information from other teams, which we actually had requested weeks before Roverway 2018 and we only got at the very last night, which meant a lot of ad hoc work and improvisa- tion. The workload actually got too heavy for the hands that were available in the team, and it was hard to keep up the quality and efficiency of communications and tasks. On the other hand, the team was ambi- tious and strived for perfection.

Freetime volunteer work and paid work by the national office was challenging to coordinate in the first months of the preparations, but eventually came together well. Marketing and Communications had direct contact with WOSM and WAGGGS when needed, which was very efficient. On the other hand, there was a lot of communication via the Project leaders, which put extra steps into some processes and took up a lot of time. A big topic were branding and languages.

The Visual Guide and Language Guide helped to maintain a clear brand. We created a lot of promotion materials and kept online as much as possible. HoCs got a private space for shared documents. Informa- tion was available in English and French, but translations used a lot of time and the lack of translators was challenging.

79 On social media we got and kept the Scouts and Guides in Europe and beyond motivated, enthusiastic and fed them with small updates. As Roverway 2018 started all participants got starter packages and the Planning Team was recognisable through shirts, jackets and scarves that were provided throughout the journey.

Before Roverway 2018 participants had the chance to buy merchandise via the Tulip Shop and on site the Scout Shop helped out. It was very good for Roverway 2018 to have the online webshop already online nearly a year before the event itself. Sadly we could not provide the same products online and on site. This would have increased our success even more.

80 Financial report Budget framework and results

This is a summary of all the expenses and earnings for the Roverway 2018 project, based on the figures for budget and realisation. Following the Memorandum of Understanding, the host took full accountabil- ity for the financial risks associated with organising Roverway. Roverway 2018 concluded with a small surplus of € 3.077 and therefore was nearly break-even:

Revenues € 1.801.075 Expenses € 1.797.998 Result € 3.077

WOSM and WAGGGS shared in the expenses for Roverway 2018 on their own account, covering their own efforts and activities. WAGGGS secured additional funding using the Erasmus+ Large Scale EVS pro- gramme and WOSM by the Messengers of Peace programme. Both partners put in considerable hours and worked with hired staff.

The heads within Steering committee were responsible for their part of the budget. Each of the Steering Committee members had their own budget controller, but Roverway 2018 experienced a shortage of vol- unteer budget controllers. The head of Finance and the Finance supporters provided backup. The project was supported by an experienced budget supervisor, Ben Brouwer, who was directly liaised to the trea- surer of the national board.

Throughout the process, Roverway 2018 continuously worked with an “open” budget, accessible for all heads and teams as well as the host, WOSM and WAGGGS, to keep track of progress. In September 2016 we compiled a budget with three optional scenarios. The scenarios were based on 2000, 3000 and 4000 participants. We started working with the scenario for 3000 participants. When we had clear how many participants were joining Roverway 2018 we adjusted the original budget to the ex- pected number of participants and a made few changes taking into account the new insights. Inventory- ing the expected number of participants per Contingent was a continuous task done by the International Relations team.

The final figures have been compared with the latest approved budget, dating May 2018. Over time some revisions were made to the initial budget plan of 2016, mainly because of a change in the expected num- ber of participants. This caused the budget to be increased at first, but later to be decreased. In anticipation of overspending for the opening in The Hague and the production for the central camp at Zeewolde, two rounds of budget cuts were done, each for about 1.000k. The next paragraphs provide an overview of the figures and elaborate on specific results. A detailed overview per budget line is enclosed as appendix.

82 Summarized budget overview Final result sheet In Out Fees €1.661.770 Other earnings €139,305 Planning team €178.009 Hired support €86.503 Production €570.525 Venues €274.248 Food €381.339 Progam&Paths €307.274 Result host only €1.801.075 €1.797.998

Summarised overview revenues Earnings Realisation Budgeted Fees participants €1.597.023 €1.653.195 Fees volunteers €64.747 €221.708 Catering €73.984 €0 Sponsorship and grants €47.123 €40.994 Merchandise & other €18.198 €31.850 Total €1.801.075 €1.947.747

Summarised overview expenses Budget realisation - spendings Realisation Budgeted Steering committee Preparation €42.778 €47.271 Venues Paths €66.586 €94.800 Venues Main Camp €84.707 €101.805 83 Other €5.756 €8.784 Staff office & HR €46.685 €49.770 Finance Hired staff €86.503 €84.720 Other €26.338 €18.135 Marketing & Communication €56.452 €61.412 Production Site facilities (i.e. Tents, stages, decoration) €91.429 €129.867 Site services (i.e. waste, safety, first aid) €140.560 €110.912 Rentals(i.e. rollling stock, containers) €173.394 €55.740 Food and catering Food participants €246.173 €286.115 Food volunteers €60.385 €104.882 Other €74.781 €2.600 Paths €156.972 €142.625 Activities and transport Venue The Hague €122.955 €77.000 Program Excl. infrastructure & venues €49.197 €78.275 Transport €165.142 €193.000 Unforseen & miscelaneous €101.205 €299.134 Total €1.797.998 €1.947.747

84 Revenues

Fees The fee per Contingent was based on their GNP. Non-European Contingents paid the maximum fee in accordance with WOSM’s and WAGGGS’s international policy. The average fee for European Contingents was kept just under € 300.-.

Due to the set up of the online administration and registration system of the Dutch association (SOL), having limited functionality for creating invoices, the invoice for fees for the Contingents also included expenses for additional services such as rent for Contingent tents, tables, benches and use of power.

Additional earnings came from the fees charged to day visitors and guests, daycare and the sale of scarves. In contrary to initial considerations, we did not ask parking fees. Additional parking space offsite was rented.

With the conclusion of this final report, not all fees have been fully paid by some Contingents and individ- uals. This mounts up to € 15,750.- to be paid by debtors. The national association will take over this debt.

Catering revenues During Roverway 2018 there were Foodhouses and cafes in which participants and volunteers could buy drinks and/or snacks. The cafés and bars were run by Roverway 2018 teams and the total earnings mount- ed up to € 21,450.- . Profits were not budgeted for. An envisaged supermarket was deemed unnecessary and was not offered.

The Foodhouses were run by Poland, Switzerland and Germany. The financial risks were covered by the Contingents. The overview below shows the revenues and expenses. In this overview the rent of the tents are not included. The remittances (turnover minus expenses for food and equipment) were paid out to the Contingents.

Revenues Expenses Revenues* Foodhouse Turnover Food Equipment Remittance Switzerland € 19.205 € 6.233 € 4.073 € 8.899 Germany € 23.234 € 4.998 € 2.301 € 15.935 Poland € 18.845 € 3.981 € 1.505 € 9.359 Total € 57.284 € 15.212 € 7.878 € 34.193 * Most Foodhouses reached break-even. Remittances will be used to cover the purchase of stock in the country of origin and transport of equipment to the Netherlands.

85 Sponsorships and grants Two large sponsor deals were made along the way: bus coach supplier Connexxion was approached for the logistics of the participants and others during the event. Path leaders could request bus transport via a web form and Connexxion planned the transport accordingly. Planning of all coach movements was offered by the company, alleviating the Planning Team significantly.

The supermarket chain of Albert Heijn (AH) supplied food and related logistics in The Hague, on most of the Paths and at the central camp at Zeewolde as part of their corporate pilot for flexible and seasonally small scale delivery. During the last two planning weekends, the online system and the use of the busi- ness accounts were tested.

The existing logistic infrastructure of AH was used (daily deliveries) as well as their blue crates, which were used for food distribution during several Paths and by Patrols to pick up their meal ingredients during the central camp at Zeewolde. A total of 1,850 foldable crates were in use and 300 of them were filled with food to be handed out to participants every day.

Another sponsor was Yamaha, supplying motor boats for nautic activities and Canon, supplying hardware and offering a photography workshop during the preparation stage.

Roverway 2018 received grants from the municipality of The Hague, the municipality of Zeewolde and the European Union (for EVS). The French State contributed funds to enable Scoutisme Francais to allocate the two Service Civiq long term international volunteers to Roverway 2018.

Initial ambitions to acquire additional funds were not met due to a lack of volunteers and urgency. High chances of success were anticipated by applications for the Eric Trust Fund, Large Scale EVS, World Scout Foundation, Fonds 1818, Kans Fonds and others. Two initiatives of in-company donations were em- ployed, but did not succeed. However both companies donated hours and guidance to help out volun- teers.

Miscellaneous revenues Miscellaneous earnings mostly consisted of revenues by the sale of beverages during the Planning Team weekends and the rent paid by the long term international volunteers. This in total was €4,000.-.

86 Merchandise The national shop for Scouting Nederland is the Scoutshop. The Scoutshop offered sale of merchandise and camping equipment on site. Coordination went very well, with notable agree- ments of pre-event sale by an independent webshop run by the Planning Team for additional merchan- dise and a buy-in to enable the earnings being channeled into to event budget. Additional agreements were established for the sale of WOSM and WAGGGS merchandise.

The onsite shop accepted cash and various debit and credit cards. After initial hesitation the shop decided to accept Roverway tokens (on the smart cards) too, after repetitive requests of partici- pants. Close cooperation in establishing the choice of stock and branded items proved a firm basis for trust and further cooperation. Lack of figures from previous Roverway editions made it dif- ficult to anticipate on turnovers and sales volumes. We think that we could have sold much more hoodies and T-shirts if more stock had been available.

Item Sold Item Sold Hoodies 100 Badges 1300 T-shirts 150 Campfire blanket badge 150 Woggles wooden shoe 1500 Pins 250 Scarfs 950 Caps 150 Bottles 100

87 Expenses

Steering Committee budget This budget line covered the direct expenses made by the Steering Committee, the Bid, the the Planning Weekends , the Rover Rep and HoC weekends. The largest share is the rental of the premises of the Inter- national Scouts and Guides Centre (ISGC Zeewolde) and the rent of venues for the Path stage.

Overall Roverway 2018 spent roughly € 50,000.- less on this part of the expenses than anticipated, mainly due to less money spent on ISGC Zeewolde, since the number of participants was eventually less than budgeted and there was a fixed price per night. On the other hand the tourist tax was higher than expect- ed due to an unexpected increase implemented by the city council. Since there were fewer Paths than foreseen, expenses for Path venues were less than budgeted.

Extra expenses were made on the budget for Direct Travel Costs, used for the travels of the foreign Steer- ing Committee members to join the Planning Weekends (plane and train tickets), due to additional week- ends.

Staff Office and HR budget The total budget for this part was nearly € 50,000 .- and covered for clothing of volunteers and partici- pants during the event, t-shirts, lanyards and badges, and general claims. The budget for VIPs included the expenses for Her Majesty Queen Máxima’s visit.

Finance budget Cash management proved to be more expensive than expected. In the past, national events made use of plastic tokens as payment method. To act more environmentally sustainable, Roverway 2018 introduced RFID: electronic tokens to be stored on the ID badge for participants and volunteers. This experiment was a great success, as there was real time insight in the spendings at the different Foodhouses, token cash back was possible and data rendered insight in the consumption pattern of participants and staff. In addition there was less need for volunteers that would perform normal cash management tasks like counting tokens, selling them and counting cash money, being a benefit with the scarce number of vol- unteers. This way Roverway 2018 was nearly a cashless camp. The RFID system expenses could have been lower if less payment terminals had been rented for the Foodhouses and food stalls. The expenses for premium insurance were less than expected. Less equipment was covered for as re- pairs were expected to be cheaper. Some of the expenses for insurance included in the rent of third party equipment. The number of hired staff was twice the amount that was budgeted for and there were more expenses for the households and accommodation of the long-term international volunteers and the hiring of addi- tional professional support for volunteer recruitment. In hindsight, additional support could have proven beneficial in hiring staff for grant writing and sponsorship development.

Communication and Marketing budget With a budget of roughly € 60,000.- the Marketing and Communications team delivered all the informa- tion about the event. This included the advertisement of the event abroad, attending larger camps for Rovers and Rangers in 2017, visiting larger Contingents in 2017 and 2018 to ease communication. This budget also covered the volunteers’ scarves and the optional participants’ scarves for Contingents.

The expenses for printing promotional material was less than expected as most content was digital with less need for print. Flags and banners were bought to make an impression at foreign presentations.

The information, used during Roverway 2018, was cheaper than expected as printed newspapers for indi- viduals were replaced by general publications to help save the environment. The booklets containing all camp information were twice the budgeted amount, but better paper quality let them last longer.

88 Production (services) budget This budget was for everything needed to put up Roverway 2018 in terms of infrastructure, facilities and services. The budget contained tents, water, electricity, Internet, equipment and other materials like toilets, showers, etc, covering the central camp at Zeewolde and the opening and overnight stay on the beach in The Hague.

The combination of Roverway 2018 and Nawaka was intended to reduce expenses for production, but eventually mainly led to the division of expenses between the events.

From the early start, we did not succeed in finding an experienced budget controller for Production, re- sulting in less control and increased manifested risks throughout the process.

The expenses for the Production team in The Hague exceeded the budget far more than expected, due to the challenging location, late permit and late decision-making. This resulted in equipment rental fairly late, bringing higher prices along.

The location on the beach itself meant additional expenses, with a need to set up tap water points, por- table toilets, making the sandy surface accessible for participants and volunteers with disabilities. Also securing the area, having hired first aid responders and traffic control made it impossible to stay within budget. But in hindsight, it certainly was worth the cause.

For the central camp at Zeewolde, the total budget was overspent as well. There were some highlights: less money was spent on tents and constructions, onsite decorations, lighting, power and water, due to the combined efforts of putting up central facilities together with Nawaka 2018.

The large main stage at the central camp at Zeewolde was far more expensive than budgeted. Budget control on the main stage was limited, while the two responsible teams developed more ambitions than anticipated and coordination of the stage between the various stakeholders appeared less efficient. In addition, the purchase process was limited when comparing the gathered quotations.

Working together with Production 2018, which brought along large amounts of camping and event equip- ment, paid off. The national event support team TOES provided almost all of their available materials for a lower fee than anticipated.

In contrast to the initial plans, the warehouse on ISGC Zeewolde had not been constructed. As a result, additional expenses needed to be made to put up a temporary warehouse and concluding facilities in tenting, and additional transport to truck all equipment from the national warehouse in Lelystad to the estate.

Safety and surveillance came at higher expenses. Staff was hired to operate the central communication post round the clock, which was not budgeted.

Since wi-fi coverage was promised for the entire terrain during the HoC- and Rover Representatives week- end, extra costs were made to keep that promise.

Additional expenses were made to accommodate the heat plan as a result of hot weather. For Production there were extra costs for provisions to create more shade, both on the beach in The Hague and the cen- tral camp at Zeewolde.

89 Food budget This budget covered of all the food for participants and volunteers. The budget for food was € 390,000.-, next to the expenses associated with Production the largest share of the overall budget. Roverway 2018 operationalised the purchase of supplies by calculating an individual day budget per person per meal, differing for breakfast, lunch and dinner. This amount was €7.- and proved to be sufficient for internation- al meals based on the average necessary nutrients for adults.There was an additional budget for specific diets.

Hardware - such as kitchen units, tents, the staff restaurant, the food distribution centre, rolling stock and cooled storage were managed by the Production budget. The contract with Albert Heijn and the existing national association’s framework contract with Sligro helped to keep the food budget under control and to cater for the wide range and rather extensive demand of diets. As a result, the higher price for specific diet meals influenced the coverage of the meals for all other participants and volunteers.

Foodhouses were set up by Contingents. Next to the Rainbow Café and IST Hagout there were a Polish, German and a Swiss Foodhouse. All the supplies these Foodhouses needed were booked on the food budget. The principle was that the Foodhouses would be cost-neutral for Roverway 2018, which we suc- ceeded in. The Rainbow Café and IST Hangout were considered a part of the programme. For the income of the foodhouses and bars, please have a look at the earnings paragraph.

Additional expenses were made to accommodate the heat plan as a result of hot weather. For food there were extra expenses for bottled water and nutrients, which still fitted within their budget.

Paths budgets All Paths were given a budget of €1,625.- for activities. The actual results differed per Path varying be- tween € 1,100.- and € 3,000.-, rare exceptions excluded. The budget for food on Paths was included in the food and catering budget. The budget for travel during the Path stage was included in the Production The Hague budget. And the budget for accommodation was in the budget for Steering Committee. It would be our recommendation to have all the various parts of budget for Paths within one work stream.

The Path Coordination team aimed to balance the expenses of Paths to help support the programme quality of those Path leaders who started later in the process or to benefit from Path leaders who could cut in expenses by using their network to arrange for local sponsorship. It is recommended to pre-book Path campsites in advance if possible, to avoid higher expenses by Path leaders who join in a later stage. In addition, it is advised to keep the deposits to sites (campsites, ven- ues), made by Path leaders, under supervision, as not all sites did return deposits properly.

All Path leaders were given a prepaid debit card, a so called SimpledCard. This card could be used for buying groceries and pay for activities. The benefit of working with these cards, were that they could not overspend their budget, there was real time insight, and all the receipts could be uploaded and booked easily. The downside of the cards were that they could not be used everywhere, like paying for pre- booked locations and a Path could not withdraw money from an ATM when they had to pay something in cash. In general we would recommend working with this system, since it is time-saving for bookkeeping and there is less risk in overspending the budget.

Each Path could opt for working together with Albert Heijn, the largest supermarket chain in the Nether- lands. By doing online grocery shopping, delivery on the Path’s campsite and paying with their Simpled card, the whole process became very efficient.

All of these measures, together with an experienced budget controller, helped keeping the spendings within limits. WIth fewer Paths than expected as well, the expenses stayed well within budget.

90 Programme budgets Programme expenses were covered by several budget lines. The municipality of Zeewolde awarded a grant to have several activities organised in the city centre. The programme teams managed to borrow a large quantity of materials and equipment from local groups and from companies and suppliers within their personal network. In addition, second hand materials were purchased from thrift shops. Sea Scouts vessels were borrowed from Sea Scout groups, who would join Nawaka. This led to reduced expenses and a smaller environmental footprint.

The Roverway Spirit Team overspend their budget, but the programme team was able to cater for this by internal budget shifts. The overspending proved very valuable for the event concept, methods used and the spirit during the event.

Thanks to the sponsorship agreement with Connexxion, which resulted in having all transportat from The Hague to the Path locations and from the Path locations to the IGSC Zeewolde for a fixed price. The deal included all bicycles to cycle from ISGC Zeewolde to the city centre of Zeewolde. Due to this deal, in combination with less Paths, the expenses were far less than predicted.

Unforeseen and miscellaneous expenses Following national budgeting guidelines of the national association, a 10 percent of the total budget was allocated to cover for unforeseen expenses. Nearly the total budget was eventually used, most notably to cover for higher than anticipated expenses for Production and the other expenses mentioned above.

The Solidarity Fund initially contained € 35,000.- to be spend on extra budget for Paths which needed to make changes in programme, a refugee invitation project and assistance for Rovers and Rangers who could not attend Roverway 2018 without a caretaker. The costs for caretakers could be claimed to this fund. Only one participant made use of this possibility. The unclaimed share of the fund was used to rent equipment to make the beach in The Hague and the site in Zeewolde more accessible for participants and volunteers with disabilities.

The Calamities fund provided an insurance for calamities and was remitted to the national calamities fund for events. The Educational Fund, mainly used by the Spirit Team, benefited the efforts of the Pro- gram team and the trip off site of the central camp at Zeewolde for the Rover Representatives. The fund for securing the educational philosophy benefited the efforts of the program teams.

91 Appendices General statistics

People Estimation Participants 3550 IST & CMT 400 Planning Team members incl. Path leaders 325 WOSM / WAGGGS 110 Production 2018 125 Children in childcare 15 Guests 125 Total 4650

Contingents Registered European Contingents 32 Non-European Contingents 12 Countries sending Contingents 30 Total 44 from 37 countries

Other team information Estimation Countries of origin from participants/CMT/IST 53 Countries of origin from Planning Team 9 Birthdays at Roverway 2018 >100

Other Planning Team information Estimation Preparation time in years 2 Planning Weekends to organise Roverway 2018 10 Meals served during Planning Team weekends >3000 Average age of the Steering Committee in years 24

93 List of participated Contingents Austrian Contingent Greek Contingent -WAGGGS Belgium Scout association of Slovenia Contingent of TSA of Croatia Scouting Ireland Contingent Cyprus Scouts Association Slovak Contingent Czech Contingent Slovenian Catholic association Danish Contingent Spanish Scouting Contingent Dutch Contingent Swedish Contingent Estonia Swiss Rovers Finland The Icelandic Contingent French Contingent UK scout Contingent Germany Girlguiding UK Contingent Australian Contingent Hungarian Roverway Contingent Ghana Scout Rovers Irish guide Contingent Ghana-Netherlands Partnership Israël Scouts Girl Guides Australia Contingent Italian Scout Federation Guias de Mexico Luxembourg Lebanese Contingent Polish Contingent Saudi Contingent Portuguese scout federation Scouts Canada Romanian Contingent South African Contingent Rover(Nor)way 2018 Taiwanese Contingent Greek Contingent -WOSM The Hong Kong Girl Guides Association

List of the 37 represented countries by contingents Austria Romania Belgium Norway Croatia Greece Cyprus Slovenia Czech Republic Slovakia Denmark Spain The Netherlands Sweden Estonia Switzerland Finland Iceland France Australia Germany Ghana United Kingdom Mexico Hungary Lebanon Ireland Saudi Arabia Israël Canada Italy South Africa Luxembourg Taiwan Poland Hong Kong Portugal

94 List of all 53 represented countries

Participants, Planning Team, HoC, CMT and IST at Roverway 2018 came from 53 different countries (excl. visitors and VIPs):

Albania Italy Angola Lebanon Armenia Luxembourg Australia Malaysia Austria Mexico Azerbaijan New-Zealand Belgium Norway Canada Paraguay Chile Poland Colombia Portugal Croatia Romania Cyprus Russia Czech Republic Rwanda Denmark San Marino Estonia Saudi Arabia Finland Slovakia France Slovenia Georgia Spain Germany Sweden Ghana Switzerland Greece Taiwan Hong-Kong The Netherlands Hungary United Arab Emirates Iceland United Kingdom Ireland United States Israël

95 Media coverage

Before Roverway 2018 Den Haag FM: 4.500 Scoutingleden verzamelen op Zuiderstrand Radio Soest Omroep Flevoland: Duizenden scouts verzamelen zich op Scoutinglandgoed

Opening The Hague (Monday 23 July) Telegraaf: Scouts slapen op het strand Nederlands Dagblad: Duizenden scouts naar Nederland Nationale Onderwijsgids: Scouting zorgt voor zelfvertrouwen en minder schoolverlaters AD: 4.500 scouts slapen in tentje op het strand Omroep West: Strand Duindorp omgetoverd tot enorm internationaal tentenkamp Omroep West: Duizenden scouts verzamelen in Den Haag voor Roverway De Scheveningsche Courant: Roverway 2018 op Scheveningse strand officieel geopend Telegraaf: 4.500 scouts in Scheveningen: ‘Het is hier best fris’ NPO radio 5: Duizenden scouters bij Roverway, maar wat gaan ze doen? Panorama: Duizenden scouts op pad in Nederland De Scheveninger: Duizenden scouts overnachten op het strand The Hague Online: Roverway 2018 bringing international scouting scene to The Hague Dagblad 070: 4.500 scouts slapen op strand Scheveningen

Beach Clean Up BNR: Timmermans raapt plastic op op het strand EU in NL: Zoveel troep verzameld bij korte opruimactie in Scheveningen: Hoe wil de EU #plastic vervuiling structureel aanpakken? EU in NL: Nu live op @bnr @timmermans_eu: van EU #plasticstrategy tot beach cleanup in Scheveningen met @scouting_nl @plasticsoupsurf

Tuesday 24 July Radio 1 visits Roverway – 1 (40:50 – 42:25) Radio 1 visits Roverway – 2 (18:47 – 23:08) Radio 1 visits Roverway – 3 (52:15 – 56:19) NOS: Duizenden scouts uit hele wereld trekken door Nederland NOS journaal (from 11:17) Volkskrant: Hittegolf treft Scoutingtraditie

Paths Harlinger Courant: Scouts op expeditie in Harlingen tijdens Roverway 2018 Gooi- en Eemlander: Scouts op ontdekkingsreis in Soest RTV Maastricht: Internationaal Scoutingevenement Roverway komt naar Maastricht Apeldoorns Stadsblad: Scouts zes dagen op expeditie in omgeving Apeldoorn tijdens Roverway 2018 Gazet Bergen op Zoom: Scouts gaan op expeditie in omgeving Bergen op Zoom Coevorden huis aan huis: Scouts gaan op expeditie in omgeving Coevorden tijdens Roverway 2018 Radiostad Montfoort: Scouts op pad in omgeving Woerden Omroep Venray: Scouts zes dagen op expeditie in omgeving Venray tijdens Roverway 2018 RTVeen: Scouts zes dagen op expeditie in omgeving Sellingen Peel en Maas Venray: Roverway 2018 in Venray RTV Apeldoorn: radio PZC: Scouts hooien natte duinvallei schoon RTV Utrecht: Zomertour gaat het koele bos in: scouts kamperen in Austerlitz AD: 55 internationale scouts in Woerden

96 Internetbode: Internationale scouts ontdekken de Bergse binnenstad Nieuws.nl: Duizenden scouts op pad in Nederland Omroep Zuidplas: Omroep Zuidplas aanwezig bij Roverway 2018 De Limburger: Roverway 2018: scouts van over de hele wereld bezoeken Gouvernement De Stentor: Ook zonder kampvuur vermaken scouts uit alle windstreken zich opperbest in Ommen De Stentor: Scouts klussen voor de gemeenschap Brabants Dagblad: ‘De Roverway is het belangrijkste evenement voor de scouting’ Werkendam.net: Buitenlandse scouts kamperen in de Biesbosch Volkskrant: Scouting: de veilige enclave in een cynische wereld Soest nu: Stoere scout RTV Utrecht: Scouts abseilen van Oude Kerk Soest PZC: Buitenlandse scouts proeven Zeeuwse cultuur RTV Utrecht: Abseilen van kerk (from 5:38)

Zeewolde - camp Omroep Flevoland: Zeewolde voor eerste keer gastheer Roverway Blik op Zeewolde: Scouts all over the place Lokale Omroep Zeewolde: Grootse opening Roverway 2018 op Scoutinglandgoed Zeewolde Nederlands Dagblad: Niet elke scout kan fietsen Flevopost: Grootse opening Roverway 2018 op Scoutinglandgoed Zeewolde De Stentor: 4.500 scouts uit 20 landen komen dit weekend naar Zeewolde Harderwijker Courant: Roverscouts overspoelen Zeewolde Lokale Omroep Zeewolde: Opening Roverway 2018 Lokale Omroep Zeewolde: Scouts in Zeewolde Lokale Omroep Zeewolde: Roverway 2018 Scoutinglandgoed Zeewolde De Stentor: Colin is bij Roverway de regelneef in de keuken Omroep Flevoland: Internationaal Scoutingevenement een groot succes De Stentor: Zeewolde deze week het epicentrum voor Scouting De Stentor: Scouts zorgen voor een gezellige chaos in centrum Zeewolde Zeewolde Actueel: Roverway 2018: ‘Main camp’ geopend Scouts.org: Scouts leave their mark with music at Roverway 2018 in the Netherlands

SCENES-certificate Scoutinglandgoed Zeewolde Zeewolde Actueel: Scoutinglandgoed Zeewolde ontvangt SCENES-keurmerk Omroep Flevoland: Scoutinglandgoed Zeewolde krijgt duurzaamheidskeurmerk

97 Paths by name, location and participant number

Number Name Participants Start location 1 Rover Band 8 Soest 2 Action on body confidence 54 Apeldoorn 3 STEAM WAGGGS 48 Diemen 4 Three sides of Holland 49 Bentveld 5 A modern living environment 49 Utrecht 6 Terra Nova 49 Olburgen 7 Safe & secure 54 Capelle aan den Ijsel 8 C-path 53 Kamperland 9 Roverway the game 50 Papendrecht 10 Into the Lowlands 53 Hardinxveld-Giessendam 11 Sealand waterworld 60 Vrouwenpolder 12 Exploring Utrecht twice 48 Soest 13 The unexpected side of the Nether- 49 Alblasserdam lands 14 Historic Overijssel 50 Diepenveen 15 Below Sea level 55 Lelystad 16 A.L.L. in scouts 53 Brielle 18 Land loves water 53 Warmond 19 Sealand; nature discovery 56 Ellewoutsdijk 20 MED! 61 Nieuwerkerk a/d Ijsel 21 Limburger special 60 Kanne (BE) 22 Hanging around with the elements in 54 Emmeloord the NOP 23 Buitenlust 49 Halsteren 24 Where Brabant kisses Zeeland 58 Bergen op Zoom 25 Nieuwe Tillie 53 Tilburg 26 The T(o)(u)rned Way 49 Harlingen 27 Superheroes! 47 Bentveld 28 Hike, city and chill 62 Loenen 29 From Belgium Witloof 49 Borgerhout (BE) 31 See the real Holland and get active 48 Zaanse Schans 32 De vliegende hollander 74 Veere 33 The real Riel experience 57 Riel 34 Biesbosch crossers 51 Sleeuwijk 35 The game (nothing is as it seems) 53 Wageningen 36 How we deal with water 51 Heinkenzand 37 Explore sea and land 46 Heerze 38 Sealand a culinary adventure 58 Ellewoutsdijk 39 Proud on the south 54 Maastricht 40 Explore Twente 54 Losser

98 41 Into the eye of the storm 54 Emmeloord 42 The hitch hikers guide to Drente 52 Papenvoort 43 The cultural games 48 Den Haag 44 Democracy path 58 Den Haag 45 Let’s go outdoor like a Dutch 54 Nieuwerburg a/d Rijn 46 Historic Overijssel 2 50 Diepenveen 47 Pearls of the south 54 Halsteren 48 Holland the green side 50 Zaanse Schans 49 Holland the power of the bike 50 Zaanse Schans 50 Pump it Up 50 Voorburg 51 Rock’n’Paddle 50 Sellingen 52 Mirror, Mirror on the wall - Bus 1 93 Ommen 52 Mirror, Mirror on the wall - Bus 2 93 Ommen 53 Into the Nature 49 Middelburg 54 Zeitgeist-the spirit of time 53 Ommen 55 Rovering Nowadays-simplicity and 78 Valkenswaard complexity 56 The Hikinglands 51 Neede 57 Roverway Youth Forum 50 Ossendrecht 58 Behind the curtain 51 Hoensbroek 59 Environment path 48 Voorschoten 60 Free to be you 52 Venray 61 The valley of rock 51 Coevorden 62 Wilderness First Aid and Lifeguarding 20 Zeewolde 63 The neighbors path 46 Kevelaer 64 Mystery path 44 Zeewolde 65 Mystery path 49 Zeewolde 66 Mystery path 47 Zeewolde 67 Mystery path 42 Zeewolde 68 Mystery path 48 Papenvoort 69 Mystery path 47 Papenvoort 70 Mystery path 52 Papenvoort 71 Mystery path 49 Papenvoort

99 Detailed report of revenues

100 Detailed report of expenses

101 102 103 104 105 Statistics foodhouses

Days: 5 Average temperature: 22 degrees Celsius

Participants Staff Total Categories % Beers 0,0 4.269 4.153 8.422 Beer specials 1.367 549 1.916 Radlers 2.168 1.359 3.527 Total beers 13.865 27,9 Coke 4.835 1.558 6.393 Other sodas 5.044 508 5.552 Juices, water & 2.059 323 2.382 ice tea Total sodas 14.327 28.8 and juices Menus 2.256 0 2.256 Local dishes 2.297 0 2.297 Total menus 4.553 9,2 served Local drinks 1.383 0 1.383 Local snacks 6.010 47 6.057 Snacks 909 415 1.324 Total Snacks 7.381 14,8 Total local 9.737 servings Coffees 1.705 3 1.708 3,4 Teas 269 26 295 0,6 Ice cream 4.463 0 4.463 9,0 Cocktails 963 0 963 1,9 Cups 655 141 796 1,6 Total 40.652 9.082 49.734 100

106 Statistics of diets

107