SCOUTING ORGANIZATION: SET-UP & GOVERNANCE. World Scouting

The Movement is a voluntary non-political educational movement for young people, open to all without distinction of gender, origin, race or creed. Scouting offers young people the opportunity to develop their full emotional, intellectual, physical, social and spiritual potentials as individuals, as responsible global citizens, and as members of their local, national and international communities.

The organization of the Scout Movement at the world level, “World Scouting”, is governed by the World Organization of the Scout Movement (WOSM). WOSM is an independent, non- political, non-governmental organization that is made up of 164 National Scout Organizations (NSOs).

These NSOs are located in 224 countries and territories around the world. With over 40 million members in some one million local community Scout Groups, WOSM is one of the largest youth movements in the world. Some seven million members in WOSM are adult volunteers who support local activities.

Through peer-to-peer , supported by adults, each local embraces the same set of values illustrated in the and Law. Each of the one million local Scout Groups follows a similar system of non-formal education suited to the unique aspects of their local community. World Scouting

Purpose The purpose of WOSM is to promote unity and the understanding of Scouting's purpose and principles while facilitating its expansion and development. The organs of WOSM are the World Scout Conference, the World Scout Committee, and the World Scout Bureau.

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

The Mission was adopted at the 35th World Scout Conference in Durban, South Africa in 1999. Illustrating both the local and global impact of Scouting, the Mission of Scouting has been captured in World Scouting’s brand as "Creating a Better World”. as "Creating a Better World”.

Vision "By 2023 Scouting will be the world’s leading educational youth movement, enabling 100 million young people to be active citizens creating positive change in their communities and in the world based on shared values."

The Vision for Scouting, Vision 2023, was adopted at the 40th World Scout Conference in Ljubljana, in 2014. World Scouting

Strategic Priorities The following Strategic Priorities were adopted at the 40th World Scout Conference in Ljubljana, Slovenia in 2014.

Youth Engagement Scouting should give young people the opportunity to develop the skills and knowledge, empowering them to take an active part in the Movement and in their communities. Involvement, recognition and intergenerational exchange are key in providing a framework for our youth members.

Educational Methods The Youth Programme should provide a non-formal learning environment, strengthening the capacity of young people to face the challenges of tomorrow. Scouting should attract, train and retain quality adult volunteers to deliver the Youth Programme.

Diversity & Inclusion Scouting should reflect the societies in which it exists and actively work to welcome all individuals without distinction. This diversity should not only be reflected in the membership, but also the methods and programmes used within the Movement. World Scouting

Social Impact Every Scout should be involved in community service and share their experiences to inspire others. Through activities and projects, Scouts contribute to their communities and become leaders of positive change.

Communications & External Relations Scouting’s profile should accurately portray what we do and why we do it, reflecting our shared values. By using the most impactful methods of communication, and engaging in strategically relevant partnerships, Scouting should be recognized as the world’s leading youth movement.

Governance The governance of WOSM should be transparent, accountable, efficient and clearly linked to its overall strategy, and focused on achieving the mission and vision of the Movement.

The roles and responsibilities of the different levels in the organization should be clearly defined and understood, ensuring a customer-focused approach. In doing so, we ensure high synergy across all levels of WOSM with a high “return on investment”. World Scouting The Scout Promise and Law The Scout Movement is based on the following principles:

Duty to - a person’s relationship with the spiritual values of life, the fundamental belief in a force above mankind. Duty to others – a person’s relationship with, and responsibility within, society in the broadest sense of the term: his or her family, local community, country and the world at large, as well as respect for others and for the natural world. Duty to self – a person’s responsibility to develop his or her own potential, to the best of that person’s ability.

All members of the Scout Movement are required to adhere to the Scout Promise and . The wording may vary in different National Scout Organizations as appropriate to the local culture, but they are all based on the Promise and Law originally conceived by the Founder of the Scout Movement, Baden-Powell.

The Scout Promise On my honour I promise that I will do my best : To do my duty to God and the King (or to God and my Country); To help other people at all times; To obey the Scout Law. The Story of Scouting There are more than 40 million Scouts, young people and adults, male and female, in over 200 countries and territories. Some 500 million people have been Scouts, including prominent people in every field.

Early Beginnings All this began with 20 boys and an experimental camp in 1907. It was held during the first nine days of August in 1907 at , near in , England. The camp was a great success and proved to its organizer, Baden-Powell, that his training and methods appealed to young people and really worked.

In January 1908, Baden-Powell published the first edition of "". It was an immediate success and has since sold over 100 million copies, making it one of the best selling books of all time. Baden-Powell had only intended to provide a method of training boys, something that existing youth organizations such as the Boys' Brigade and YMCA could adopt.

To his surprise, youngsters started to organize themselves into what was to become one of the largest voluntary youth movements in the world. Expansion of the Movement The success of "Scouting for Boys" produced a Movement that quickly – automatically it seemed – adopted the name of The . By 1909 "Scouting for Boys" had been translated into five languages, and a Scout rally in London attracted more than 11,000 Scouts.

As a result of Baden-Powell taking a holiday in South America, was one of the first countries outside Britain to begin Scouting. In 1910 he visited and the where it had already started.

The coming of in 1914 could have brought about the collapse of the Movement, but the training provided through the patrol system proved its worth. Patrol leaders took over when adult leaders volunteered for active service. Scouts contributed to the war effort in England in many ways; most notable perhaps were the Sea Scouts who took the place of regular coast-guardsmen, freeing them for service.

The first World Scout took place in 1920 with 8,000 participants, and proved that young people from different nations could come together to share common interests and ideals. Since that first World Jamboree at Olympia in London, there have been 21 others at different locations. During the Jamboree, the first World Scout Conference (then called “International Scout Conference”) was held with 33 National Scout Organizations represented. The Boy Scouts International Bureau, later to become the World Scout Bureau, was founded in London in 1920.

In 1922 the first World Scout Committee was elected at the 2nd International Conference in Paris, where 31 National Scout Organizations were represented. World membership was just over 1 million.

The Early Scout Programme Scouting began as a programme for boys 11 to 18 years of age. Yet almost immediately others also wanted to participate. The programme was started in 1910 by Baden-Powell. His wife Olave, whom he married in 1912, became Chief Guide.

A Wolf Cub section was formed for younger boys. It used 's "Jungle Book", to provide an imaginative symbolic framework for activities. For older boys, a branch was formed.

The World Wars Between the two world wars Scouting continued to flourish in all parts of the world - except in totalitarian countries where it was banned. Scouting is voluntary and based on democratic principles. During World War II, Scouts undertook many service tasks – messengers, firewatchers, stretcher-bearers, salvage collectors and so on. In occupied countries, Scouting continued in secret with Scouts playing important roles in the resistance and underground movements.

After the war ended, it was found that the numbers of Scouts in some occupied countries had, in fact, increased. The '60s, '70s and '80s

Many countries gained their independence during these years. Scouting in developing countries gradually evolved to be a youth programme which was designed by Scout leaders in each country to better meet the needs of their communities.

Scouts, particularly in developing countries, became more involved with issues such as child health, low-cost housing, literacy, food production and agriculture, job skills training, etc.

Drug abuse prevention, life skills training, integration of the handicapped, environmental conservation and education, and peace education became issues of concern to Scouts around the world. Post Communistic Era By the 1990s Scouting had been reborn in every country where it existed prior to World War II, and it started throughout the newly independent countries of the Commonwealth of Independent States (formerly the USSR).

100 years and beyond In 2007 the Movement celebrated its centenary - 100 years of Scouting. What started as a small camp on Brownsea Island is today a growing Movement with members in nearly every country in the world.

Through its unique combination of adventure, education and fun, Scouting manages to continuously renew and adapt itself to a changing world and the different needs and interests of young people across the globe.

In doing so it continues to be an inspiration for young people to become active local and global citizens, helping them in creating a better world. CONVOCATION: The World Organization of the Scout Movement (WOSM) is the non-governmental international Organization organization which governs National Scout Organizations, with 40 million members.

WOSM was established in 1920, and has its headquarters at Kuala Lumpur Malaysia. The mission of WOSM is "to contribute to the education of young people, through a value system based on the Scout Promise and Scout Law, to help build a better world where people are self-fulfilled as individuals and play a constructive role in society". WOSM is organized into regions and operates with a conference, committee and bureau. World Scout Conference: The World Scout Conference is the governing body, the "general assembly" of Scouting, and is composed of all the members of the World Organization: the National Scout Organizations (NSOs). An NSO can have a maximum of six delegates at a World Scout Conference.

 The function of the Conference is to consider the policy and standards of the Scout Movement throughout the world, formulate the general policy of the World Organization, and take the action required to further the purpose of the Movement. SCOUT ORGANIZATIONAL SET-UP:

 The Conference takes place every three years. In addition to delegates, observers authorised by their National Scout Organization are also eligible to attend the event.

 In conjunction to the Conference, a is held. Through preparing inputs and making recommendations to the World Scout Conference and to the World Scout Committee, participants develop the skills necessary to take part in decision-making processes.

 The Youth Forum is open to members aged 18-26, of which many are also delegates at the World Scout Conference. The World Scout Youth Forum is considered as an interim measure to improve youth involvement in decision-making at world level.

 Functions of the Conference includes electing members of the World Scout Committee, admitting new member countries, and selecting the venues for forthcoming World Scout Events, namely: I. the , II. the , III. the World Scout Conference and the World Scout Youth Forum. The most recent World Scout Conference and World Scout Youth Forum took place in 2014 in Ljubljana, Slovenia and the next will take place in 2017 in Azerbaijan.

The World Scout Committee

The World Scout Committee is the executive body of WOSM. It is responsible for the implementation of the resolutions of the World Scout Conference and for acting on its behalf between its meetings.

The Committee is composed of the following members:

Voting members: Twelve elected members, each from a different country. They are elected by the World Scout Conference by secret ballot, for a three-year term. The elected members are eligible for re- election for an additional term, serving a maximum of six consecutive years.

Ex-officio non-voting members: The Chairperson or Vice-Chairperson of each duly elected Regional Scout Committee, The Secretary General of WOSM, The Treasurer, who is appointed by the World Scout Committee, A member of the Board of the World Scout Foundation, The Committee normally meets twice a year. Its Steering Committee, consisting of the Chairperson, two Vice-Chairpersons and the Secretary General, meets as needed. MEMBERS OF THE WORLD SCOUT COMMITTEE MEMBERS OF THE WORLD SCOUT COMMITTEE World Scout Bureau

The World Scout Bureau is headquartered in Kuala Lumpur and has offices in six regional divisions:

 European Region: Geneva, Switzerland; Brussels, and Belgrade, Serbia  Arab Region: Cairo, Egypt  Africa Region: Nairobi , Cape Town South Africa and Dakar, Senegal  Asia-Pacific Region: Makati City ; Australia; and Tokyo .  Interamerican Region Ciudad del Saber, Panama  Eurasian Region: Kiev, Ukraine. The World Scout Bureau (WSB, formerly the International Bureau) is the secretariat that carries out the instructions of the World Scout Conference and the World Scout Committee.

The WSB is administered by the secretary general, who is supported by a small staff of technical resource personnel.

The bureau staff helps associations improve and broaden their Scouting by training professionals and volunteers, establishing finance policies and money-raising techniques, improving community facilities and procedures, and assisting in marshaling the national resources of each country behind Scouting.

The staff also helps arrange global events such as the World Scout , encourages regional events, and acts as a liaison between the Scouting movement and other international organizations.

A major effort in the emerging nations is the extension of the universal Good Turn into an organization-wide effort for community development. Africa Regional Office: The Africa Scout Region is the divisional office of the World Scout Bureau of the World Organization of the Scout Movement, headquartered in Nairobi Kenya, with satellite offices in Cape Town, South Africa, and Dakar, Senegal.

The Africa Region services Scouting in Sub-Saharan Africa and neighboring islands that are recognized members of the World Organization of the Scout Movement (WOSM). Currently, the region has 38 member National Scout Associations/Organizations and 10 potential members.

There are about one million registered Scouts in Africa, though it is suspected that there are about twice that number in the region.

The large nations of Mali, Guinea-Bissau and the Central African Republic, and several smaller nations, are not yet WOSM members, for various reasons. National Scout Organizations: 163 National Scout Organizations are members of the World Organization of the Scout Movement. These are listed below. The newest member, South Sudan joined in 2012. Only one national Scout organization can be recognized in a country. Of the 163 National Scout Organizations, 127 belong only to the World Organization of the Scout Movement (WOSM), and 34 belong both to WOSM and to The World Association of Girl Guides and Girl Scouts (WAGGGS). Of the 127 National Scout Organizations which belong only to WOSM, 101 are open to boys and girls in some or in all program sections. 20 are only for boys. All 34 National Scout Organizations which belong both to WOSM and to WAGGGS are open to boys and to girls. State Scout Association:

State Scout Association is a Set of the National Scout Organization and is out with the responsibilities of implementing the Strategies that are set by the National in their respective States.

The State Association is led by a State Scout Commissioners with various Assistance in Technical, Administrative and Logistics Positions. For activities to be thoroughly disseminated, the SSC utilizes the supports of the State Headquarter Commissioners and members of the State Scout Council and Management Committee.

• What are the compositions of the State Scouts Council Members? • What are the compositions of the State Scouts Committee Members? Divisional Scout Council: The Divisional Scouts Council is the combination of two or more Districts Councils to form a Division. The Divisional Commissioner serves as a coordination point between the Districts under the Division and the State Scout Council.

Districts or Local Association: The District or local Association is the coming together of two or more Group Scout Council within a District. The District is headed by a District Commissioner who is responsible for the facilitation of activities within the District and reports same to the Divisional Commissioner for onward transmission to the State Scout Council. Group Scouts Council: The Group Scouts Council is the combination of Cub Pack Leader, , Venture Unit Leader and Explorer Team Leader, all working together under the same Council. The body is headed by a Group Scout Leader that coordinates the activities of the Group with the support of the Group Scout Committee.

What is the Composition of Group Scout Council Members? What is the Composition of Group Scout Council Members? Cub Pack//Venture Crew/ Explorer Team:

Six/Patrol/Unit/Crew WORLD ADULT RESOURCES POLICY (WARP): MANAGEMENT OF ADULTS AND THEIR VARIOUS FUNCTIONS. Scouting is a Youth Movement with an educational purpose. The adults who join Scouting do so to provide young people with a favorable environment for their development, to guide them in their personal growth and to offer them the support they need.

The task of these adults is to design and implement programs adapted to the different age groups and to the specific conditions in which the young people live. It is also their responsibility to establish and operate an infrastructure, to provide the necessary logistical and administrative support, financial resources and leader training opportunities without which the Movement would be unable to fulfill its aim.

The aim of the World Adult Resources Policy is to contribute to the accomplishment of the mission of the Scout Movement. INTRODUCTION: The Scout Movement is a voluntary, non-partisan educational movement for young people. Scouting is open to all, regardless of race or creed, in accordance with the purpose, principles and method conceived by its founder Robert Baden-Powell.

Its purpose is to contribute to the development of young people in achieving their full physical, intellectual, emotional, social and spiritual potentials as individuals, as responsible citizens and as members of their local, national and global communities.

Scouting operates through a network of local groups supported by National Scout Organizations (NSO) in 163 countries.

5/90 Adults in Scouting

The Conference - recognizing the need for an overall policy for adults supporting young people in the Scout Movement, and as an integral part of the Strategy for Scouting

• adopts the principles of Adults in Scouting stated in Conference Document Nº 7 relating to the management of adult human resources

• requests National Scout Organizations to consider how the principles of Adults in Scouting could be reflected in policies and procedures at their own level

• invites the Regional Conferences to include the subject of Adults in Scouting on their agendas and to report regularly thereon to the World Committee

• requests the World Committee to take the necessary steps to enable the practical implementation of these principles at all levels and report back on progress at the next Conference

• invites National Scout Organizations to contribute to the task of the World Committee by volunteering to field-test specific elements of the principles of Adults in Scouting. 4/93 Adults in Scouting The Conference - having recognized the need for an overall policy for adults at all levels and in all functions in Scouting

- having adopted the principles of “Adults in Scouting” as applying to all adult resources in the Scout Movement

• welcomes the work done by the World Scout Committee on the development of a policy in implementation of Resolution 5/90 adopts the World Adult Resources Policy statement as representing WOSM’s policy on the acquisition, training and personal development, and management of adult resources within the Scout Movement

• resolves that the policies and procedures on Adult Leader Training as established by previous resolutions are now modified by the adoption of the provisions of the World Adult Resources Policy

• requests the World Committee to take the necessary steps to ensure the full implementation of the provisions of the World Adult Resources Policy

• invites National Scout Organizations to implement the provisions of the World Adult Resources Policy. This is achieved by enabling National Scout Associations to have permanently at their disposal the leadership resources they need to offer young people a quality program adapted to their needs and genuinely useful for their development.

WORLD ADULT RESOURCES POLICY & VARIOUS FUNCTIONS The World Adult Resources Policy focused on various functions namely:  Acquisitions of Adults to support the boys & girls.  Training and Personal Development of Adults towards supporting younger Scouts.  Management of Adult Resources (Appraisals) Structures (National, Regional, World)

Adults in Scouting provides the requirements and guidelines approved by the World Scout Conference for the acquisition, training and personal development, and management of the adult resources necessary for accomplishing the mission of the Movement.

These guidelines and requirements constitute the World Adult Resources Policy which sets out the respective responsibilities of National Scout Associations and the various regional and world bodies of WOSM.

ACQUISITION OF ADULT RESOURCES In order to fulfill its mission, each National Scout Association should have the adult leadership it needs to develop and function effectively. To build these resources and maintain them at an optimum level in terms of quality and quantity, the Association must have a clear view of its needs and undertake deliberate recruitment activities.

Recognizing the mission of the Movement as dedicated to the development of young people, the adult leadership should include young adults in positions of responsibility.

Assessment of Needs

Each Association should establish its own complete list of functions to be filled. This list will then be compared to the actual leadership situation (vacancies, transfers, departures) and probable medium-term evolution (growth of the Association) to assess the short and medium term adult requirements.

Recruitment National Associations are strongly encouraged to adopt a proactive attitude and undertake systematic adult recruitment.

This recruitment will take place in accordance with specific functions, based on job descriptions that clearly define the tasks to be done. Mutual Agreement The World Adult Resources Policy establishes the principle of negotiation and conclusion of a clear agreement concerning the time limits and reciprocal obligations of the Association and the person concerned.

Appointment Each National Association is entirely responsible for appointing and nominating its adult leaders to all positions in accordance with the following general principles:  Only responsible officials within an Association are authorized to appoint an adult for any function within the Association;  Every appointment is made on the basis of a reciprocal commitment between the Association and the person recruited;  Every appointment is made for a specified duration;  Any conditions for and restrictions on the renewal are stipulated.

TRAINING AND PERSONAL DEVELOPMENT Each National Association is responsible for designing and operating a system for the training and development of adult leaders in all functions and at all levels.

This system:  includes the integration of the new leader, basic training, further and on- going training and support for the entire duration of the term of office;  includes not only the acquisition and development of the knowledge and skills necessary for accomplishing each function, but also the personal development of adult leaders;

 is flexible and allows for previous experience and skills to be taken into consideration;  allows for the acquisition of additional skills and knowledge to facilitate the transfer from one function to another.

TRAINING AND PERSONAL DEVELOPMENT

Integration of a new adult The World Adult Resources Policy requires a systematic integration period, during which adults will understand the responsibilities of their function and the need for training in it. This implies that they are also trained in the techniques essential for its implementation.

Training The purpose of the training offered to adults is to provide them with the means to make a significant contribution to the accomplishment of the mission of the Movement. It should be adapted to each function and to each individual on the basis of a detailed analysis of that individual’s training needs and previous experience. It should be considered as a continuous process. Training System Each National Scout Association will develop a training system for all adult functions. This will include all the competencies required for these functions together with the personal development of these adults.

The system will be flexible and ensure easy access to training opportunities in terms of their frequency, proximity and conditions for registration. This may require the decentralization of training and will need the participation of many more people, including young adults, in sharing their competencies with others.

Those responsible for coordinating training at all levels in the Association will identify training teams, organize the provision of training, and develop and manage the training resources required.

TRAINING AND PERSONAL DEVELOPMENT At national level an individual or team will be appointed to co-ordinate the overall operation of the training system. At other levels individuals or teams will also be appointed. In specialized areas, training may be provided through outside agencies with an accreditation from the National Scout Association.

Support Each adult must receive direct support, technical, educational, material, moral or personal, whenever required. Recognition of Qualifications The recognition of the qualifications of an individual is exclusively the responsibility of the National Scout Association. Certificates of qualification for a job or function will be issued on the basis of demonstrated and currently used competence and have a set validity period with a date of expiry. This could also be recorded in a personal log-book.

TRAINING AND PERSONAL DEVELOPMENT Where Associations wish to use them, insignia will be issued for the same duration as the certificate of qualification.

Certificates may be renewed on the basis of demonstrated and updated competence and for the same limited period of time. Certificates of attendance on courses or other training activities may be issued or attendance may be recorded in a log-book.

THE MANAGEMENT OF ADULT RESOURCES

In order to permit mobility of people across functions, the World Adult Resources Policy advocates the establishment of networks designed to augment and, if appropriate, replace the hierarchical and linear systems which operate in most Associations. TRAINING AND PERSONAL DEVELOPMENT

Task appraisal Task appraisal is a regular element in the management of the Association’s activities. It provides an opportunity to assess the extent to which objectives are being met and whether adjustments are required.

Reappointment appraisal Reappointment appraisal is a regular element in an adult’s life cycle. This is achievement-based and looks towards the future to find an option which best corresponds with the wishes and interests of the adult leader and the Association as a whole. It results in a choice between three options: renewal of the mutual agreement, reassignment to another task for a new term of office, or retirement of the leader concerned.

STRUCTURES At all levels of the World Organization of the Scout Movement - national, regional and world - the management of adult resources requires the establishment of specific structures covering three dimensions - acquisition of resources, training and personal development and management - allowing a global and co- coordinated approach. In accordance with the mission of the Movement, it is important that these structures should include young adults. Regional Level It is up to each National Scout Association to define the most appropriate structure for adult resources management, taking into account its particular situation, needs and available resources.

This structure should co-ordinate the acquisition, training, personal development and management of adult resources and report to the Association’s overall Management. It should have a formal link to those responsible for the development and delivery of Youth Program.

This could be achieved through the creation of a National Adult Resources Committee reporting to the National Executive Committee, or its equivalent.

The National Adult Resources Committee should also be linked to a network covering the whole of the Association’s territory and composed of those involved in the adult resources management process. Those coordinating training activities should belong to the network, together with those having recruitment and resource management functions.

It is up to each Region of WOSM to define the most appropriate structure, taking into account its situation, resources and needs. However, the World Adult Resources Policy recommends the establishment of a network as the basic element of the Regional structure. In order to ensure that this network is stimulated, questioned and informed, a number of solutions could be envisaged:

 A Regional Adult Resources Network Co-coordinator is appointed by the Regional Scout Committee,  A Regional Adult Resources Committee is established along the same lines as the national committees,  The Regional Conference entrusts the World Scout Bureau’s Regional Office with the co-ordination of the task.

World Level As in the past the World Adult Resources Committee can be formed as a sub- committee of the World Committee as and when the need arises.

It used to be composed of a chairman, four members at large, members co-opted for specific tasks and three ex-officio members (chairman of the Educational Methods Group, chairman of the World Program Committee, Secretary General of WOSM), whose main task is to propose guidelines on all matters related to adults resources. With the adoption of the Strategy for Scouting at the World Conference, in , 2002, all matters pertaining to adult resources came under the strategy priority on “Volunteers in Scouting” . In place of the World Adult Resources Committee, a Work stream comprising members of the World Scout Committee and Regional Chairmen, has been formed to oversee developments relating to Volunteers in Scouting.

Guidelines and issues on adult resources will now be under the purview of the Work stream on Volunteers in Scouting. It can also set up Task forces to address specific issues as and when the need arises.

Following the adoption of the World Adult Resources Policy by the 33rd World Scout Conference in Bangkok the policies and procedures on Adult Leader Training have been modified.

This paper has been prepared to help Associations understand fully the changes that have taken place and to see where the training elements, which have now become part of a broader whole, fit in the new policy.

COMPARATIVE STUDY ON WORLD ADULT RESOURCES POLICY AND WORLD TRAINING POLICY (Go to Part B of the foregoing Paper) Good Hunting!!! COMPARATIVE STUDY ON WORLD ADULT RESOURCES POLICY AND WORLD TRAINING POLICY.

World Training World Adult Resources Comments Policy Policy

The World Training Policy has been laid 1. INTRODUCTION Expanded to cover all down by the World Conference in a series “Adults in Scouting” provides the aspects of the management of requirements and guidelines approved by of adult resources - from Resolutions that Member Associations the World Scout Conference for the recruitment to retirement have an obligation to follow and acquisition, training and personal and including training. implement. It covers everything related to development, and management of the Adopted by World Scout the scope of Adult Leader Training, its adult resources necessary for Conference, covers all aims, objectives and methods as well as the accomplishing the mission of the aspects of adult resources specific responsibility of National Movement. Management, including Associations and of the various bodies of training the World Organization, in the preparation and implementation of training activities.

It also covers recognition of the training These guidelines and requirements Specifies respective provided and nominations of leaders constitute the “World Adult Resources responsibilities. and trainers at all levels. Policy” which sets out the respective responsibilities of National Scout Associations and the various regional and world bodies of WOSM. COMPARATIVE STUDY ON WORLD ADULT RESOURCES POLICY AND WORLD TRAINING POLICY.

The basic principle of this policy is the Not mentioned The voluntary acceptance of voluntary acceptance by individual common rules (laid down by associations of a process of co-ordination the World Scout Conference) of the methods of training of leaders and is part of the basic of those who in turn train them. It requirements for WOSM provides membership. It is part of the for unity - the primary function of the Constitution and does not World Organization of the Scout need to be repeated here. Movement is to maintain unity of purpose and methods in Scouting - and for flexibility, to accommodate the variety of situations in which the Scout program is offered to young people.

Not part of ‘Training Policy’. 2. ACQUISITION OF ADULT Provides for “Adult RESOURCES Resources Management” to In order to fulfill its mission, each ensure the availability of National Scout Association should have adequate adult resources at the adult leadership it needs to develop all times and at all levels of and function an Association. effectively. To build these resources and Emphasizes the need for maintain them at an optimum level in planned management. terms of quality and quantity, the association must have a clear view of its All positions must be needs and accessible to young adults. undertake deliberate recruitment activities Recognizing the mission of the Movement as dedicated to the development of young people, the adult leadership should include young adults in positions of responsibility.

Not part of ‘Training Policy’. 2.1 Assessment of needs Each association should establish its own complete list of functions to be filled. This list will then be compared to the actual leadership situation (vacancies, transfers, departures) and probable medium-term evolution (growth of the association) to assess the short and medium term adult requirements.

Not part of ‘Training Policy 2.2 Recruitment Emphasizes the need to actively National Associations are strongly recruit adults on the basis of encouraged to adopt a proactive attitude and clearly identified functions and undertake systematic adult recruitment. specific job descriptions. This recruitment will take place in Recruitment is for tasks not for accordance with specific functions, based positions on job descriptions that clearly define the tasks to be done.

Not part of ‘Training Policy’. 2.3 Mutual Agreement Both the association and adult The World Adult Resources Policy leaders have rights and establishes the principle of negotiation and obligations, needs and conclusion of a clear agreement concerning expectations. Those must be the time limits and reciprocal obligations of clarified and accepted by both the Association and the person concerned. parties. Each association is 2.4 Appointment The responsibility for responsible for appointing its Each National Association is entirely responsible appointing adult leader is own Assistant Leader Trainers for appointing and nominating its adult leaders to explicitly extended to all and Leader Trainers (subject all positions in accordance with the following functions. to satisfying general principles: Qualifications for appointment). • Only responsible officials within an association are authorized to appoint an adult for any Appointments made by a function within the association. person or authority outside the National • Every appointment is made on the basis of a Association are explicitly reciprocal commitment between the association excluded. and the person recruited. Mutual agreement is • Every appointment is made for a specified emphasized. duration.

•Any conditions for and restrictions on the Introduction of term of renewal of a given function should be stipulated. office. Unit Leader Training 3. TRAINING AND PERSONAL The provision of training is Each association is entirely responsible DEVELOPMENT extended to all functions. for the training of its own Unit Leaders Each National Association is responsible Each association is free to and is free to determine the number, for designing and operating a system for determine the form, scope scope and the training and development of adult etc. of the training they contents of courses, subject to their leaders in all functions and at all levels. provide. conforming to the aims of Unit Leader Training approved by the 22nd World This system: Each association is free to Conference. However, Regional Training • includes the integration of the new determine the form, scope Committees have a role to play in this leader, basic training, further and on- etc. of the training they field in providing assistance to going training and support for the entire provide. associations when requested or when duration of the term of office, the Regional Training Committee considers such assistance would be appropriate.

• includes not only the acquisition and development of the knowledge and Training of Leaders of Adults skills necessary for accomplishing each Personal development of Each association is responsible for the function, but also the personal adult leaders is explicitly training of their own Leaders of Adults development of included as part of the (Group Scout Leaders, Commissioners, adult leaders, training to be provided. Administrators, etc.). Each association is free to develop suitable training patterns • is flexible and allows for previous Emphasis is put on the including both formal and informal experience and skills to be taken into flexibility of the system used training opportunities and material to consideration, to provide training. support them. • allows for the acquisition of additional skills and knowledge to facilitate the transfer from one function to another. Training of Trainers 3.1 Integration of a new adult Each association is responsible for providing Courses for The World Adult Resources Policy requires a systematic Assistant Leader Trainers and Courses for Leader integration period, during which adults will Trainers. Each association is free to develop the detailed understand the responsibilities of their function and the contents of these courses, subject to their conforming to need for training in it. This implies that they are also the framework outlined by the World Training trained in the techniques essential for its Committee implementation. GLOBAL SUPPORT ASSESSMENT TOOL (GSAT)

The Global Support Assessment Tool is a Quality Standard owned by the World Organization of the Scout Movement (WOSM) that assesses compliance of a National Scout Organization (NSO) towards international best practices in Good Governance and Quality Scouting.

This Standard was developed in with SGS (Société Générale de Surveillance), the world’s leading inspection, verification, testing and certification company with a well- proven track record in NGO audits. It is based on a consolidation of requirements that are specific to the Scout Movement, and on Best Management Good Governance Best Practices captured from the SGS NGO Benchmarking Standard*.

The purpose of the GSAT Standard is to serve as a reference of Best Practices for NSOs, and its application will enable NSOs to assess their strengths and weaknesses and, as an outcome, to improve their accountability to stakeholders.

10 “Dimensions of Best Practices” have been developed within the GSAT tool, each comprising between 5 to 13 criteria.

Most of these indicators refer to the risks that a NSO could face and their consequences in terms of image, performance, resource allocation, and control mechanism for the NSO, WOSM and potential grantors. Objectives of the Global Support Assessment Tool:  Provide a common cross-regional assessment that measures compliance with Good Governance principles & Quality Scouting across the globe.

 Support the NSOs to address their capacity issues and set their priorities. Promote synergies between NSOs.

 Make certification possible through a third party, if desired by the NSO.  Sharpen the support given by WOSM (at World and Regional levels) towards its NSOs, based on the specific identified needs & trends.  Provide input to further support strategies of WOSM.

The 10 GSAT Dimensions 1. NSO - WOSM INSTITUTIONAL REQUIREMENTS 2. GOVERNANCE FRAMEWORK 3. STRATEGIC FRAMEWORK 4. INTEGRITY MANAGEMENT 5. COMMUNICATION, ADVOCACY & PUBLIC IMAGE 6. ADULTS IN SCOUTING 7. RESOURCE ALLOCATION & FINANCIAL CONTROLS 8. YOUTH PROGRAMME 9. GROWTH POTENTIAL 10. CONTINUOUS IMPROVEMENT *The NGO Benchmarking Standard is itself a reasoned consolidation of some 25 International Codes and Standards established by public or private grantors.

Scouting is a voluntary, non-political, educational movement for young people to develop their full emotional, intellectual, physical, social and spiritual potentials as individuals, as responsible global citizens, and as members of their local, national and international communities.

The organization of the Scout Movement at the world level, “World Scouting”, is governed by the World Organization of the Scout Movement (WOSM). WOSM is an independent, non-political, non-governmental organization that is made up of 163 National Scout Organizations (NSOs). These NSOs are located in 224 countries and territories around the world. With over 40 million members in some one million local community Scout Groups, WOSM is the largest youth movement in the world. Some seven million members in WOSM are adult volunteers who support local activities. Through peer-to-peer leadership, supported by adults, each local Scout Group embraces the same set of values illustrated in the Scout Promise and Law.

Each of the one million local Scout Groups follows a similar system of non-formal education suited to the unique aspects of their local community. D-01 NSO - WOSM INSTITUTIONAL REQUIREMENTS

In its Article VII (Chapter III), the WOSM Constitution outlines several obligations for Member Organizations such as (a) continued acceptance of and conformity with the requirements of the Constitution of the World Organization, (b) to make an annual report to the World Scout Bureau, (c) to get approval by the World Scout Committee prior to implementation of any changes to its national constitution. Besides formal requirements stated in the WOSM Constitution, there are several best practices that express full integration of an NSO into the World Scout Movement such as the NSO’s participation to World or Regional Conferences and Events, in-country legal registration, protection of the Scouting names, logos and brands, submission of financial audited reports etc. 0101 The NSO is a legal entity which has valid written permission from appropriate authority to operate in the country where it deploys its activities. 0102 The Constitution of the NSO explicitly includes the following elements: (a) Membership of WOSM and (b) Agreeing to adhere to the WOSM Constitution. 0103 The Constitution of the NSO has been considered for review at least once in the last 5 years by the "National Board" and/or the General Assembly. Amendments, if any, have been submitted for approval to the World Scout Committee. 0104 The NSO makes its annual reports available to WOSM within a year following their publication. 0105 The NSO has made provisions to ensure that Scouting names, logos and brand are legally protected in the country under copyright or trade laws, in accordance with the WOSM licensing terms of the World Scout Brand. 0106 The NSO participates regularly to World Scout Conferences and Regional Scout Conferences. 0107 The last financial (externally) audited annual report of the NSO has been submitted to WOSM within the year following its publication 0108 The NSO submits its membership numbers annually to WOSM GOVERNANCE FRAMEWORK D-02 (CONSTITUTION, GENERAL ASSEMBLY AND NATIONAL BOARD) The National Board is the policy-making body of an NSO while the General Assembly would be its highest authority. The National Board exercises a leadership role and provides the strategic direction of the organization. This National Board ensures that the long term vision-mission, goals, and objectives of the organization are carried out by the management and staff. Being the main group of individuals that steers the organization, this Board must be composed of independent-minded persons acting in a voluntary capacity. They should possess certain qualifications that befit the organization’s principles and adhere to conflict of interest policies. Moreover, the Board should be governed by its own rules on conduct, attendance, meetings, quorum, voting rights, and terms of office.

0201 The Constitution of the NSO foresees a "General Assembly" as the NSO's highest authority; the composition is listed clearly with voting rights described. This Assembly performs each of its assigned functions in the Constitution. 0202 The Constitution of the NSO defines the "National Board" as the policy-making body, providing the strategic direction of the NSO and which is approved by the GA. 0203 The "National Board" and the "General Assembly" of the NSO make decisions by a simple majority of votes cast, except for changes to the Constitution and Dissolution together with other items as defined, which require a qualified majority. 0204 There is a clear distinction of responsibilities between the "National Board" and the executives running the NSO operations (CEO, paid staff & volunteers). "National Board" members are acting in a voluntary capacity and they have no stakes in the day-to-day operations beyond the group / local level. 0205 The composition of the "National Board" of the NSO adequately reflects the diversity of members and potential members (such as gender, experience, competences, regional representation). The "National Board" includes young people under 30. GOVERNANCE FRAMEWORK D-02 (CONSTITUTION, GENERAL ASSEMBLY AND NATIONAL BOARD) 0206 The NSO has established and implemented the following procedures with regard to election and mandate of "National Board" members: (a) defined election procedure, (b) fixed term of office, (c) rotation to prevent all from leaving at the same time, (d) in case of assignments going beyond the ToR (exceptional mandates), (e) procedure for removal, (f) re-election is limited. 0207 The NSO has defined potential areas of conflict of interests (internal and external) for their "National Board" Members. The latter have formally committed themselves to avoid such conflict of interests which could jeopardize the NSO's reputation (such as tobacco, arms, gambling). Their formal commitments are updated yearly. 0208 The NSO has defined and implemented a provision on the minimum number of meetings that the "National Board" conducts in a year. The number of meetings corresponds with the role of a Governing Body. 0209 The NSO has defined and enforced rules on "National Board" members’ attendance. 0210 The NSO has defined the required minimum number of attendees to proceed with the "National Board" meeting and arrive at certain decisions for the organization. Taking into account the different sizes of "National Boards", a minimum of 3 members has been fixed. 0211 The NSO has defined a rule (or a set of rules) to avoid the concentration of votes in the hand of one member of the National Board and/or the General Assembly (i.e. through Proxy voting for absentees).

0212 Newcomers to the "National Board" of the NSO are provided with written guidance and training, and have formally acknowledged their role, responsibilities and legal obligations 0213 The NSO has a documented procedure in its Constitution on dissolution, which defines the way in which its assets should be disposed. D-03 STRATEGIC FRAMEWORK This dimension deals with the NSO’s reason for being: its vision-mission statement, its existence, its consistency throughout the NSO’s operations, structure and processes, and how it projects itself to its beneficiaries and the public. It investigates and assesses the extent to which these governing principles are documented, adopted, embedded, and made consistent with the NSO’s governing documents, structure, and processes, and how clearly these are communicated to its stakeholders and publics. 0301 The NSO has a documented statement of its Vision / Mission, approved by the "National Board" or the "General Assembly". This statement defines clearly the organization’s ambitions, principles, and beliefs and is disseminated throughout the NSO. 0302 The NSO has a formal structure that defines the organizational hierarchy on a national level and clearly distinguishes between the different bodies, areas of responsibility and authority. 0303 The NSO has clearly documented delineated functions and responsibilities between the national, regional and local levels. 0304 The NSO has a methodology to break down its Mission and Vision into strategic goals, specific objectives and activities (e.g. cascaded 10-year vision, 3-year strategic plans and annual operational plans). It has implemented it and tracks it regularly. 0305 The NSO has implemented a documented procedure to identify its internal and external stakeholders and to evaluate the issues which are important to them. The "National Board" acts upon its findings. 0306 The method for developing a strategic plan for the organization includes: 1. A participative internal process in all levels of the organization 2. An analysis of the external situation 3. Taking regional and local development priorities into account and 4. Youth involvement. 0307 "National Board" Committees and Task Forces or other appropriate bodies have been created in line with the strategic objectives They have clearly defined Terms of Reference, conduct regular meetings and report on their work on a regular basis. D-03 STRATEGIC FRAMEWORK 0308 The NSO has a system which ensures youth involvement at all decision levels. 0309 The NSO has Key Performance Indicators defined to assess the outputs/results, outcomes and impacts of its strategic plans and acts accordingly upon the results identified. 0310 The NSO has established a procedure to identify and evaluate its management risks (i.e. financial, conflict of interests, operational, funding, succession planning etc.). The result of the evaluation is documented and reviewed by the "National Board" on a regular basis, and corrective actions are taken at the appropriate level. 0311 The NSO has an established procedure/mechanism to respond to previously defined critical field situations (e.g. safety, health, accident, criminal, natural disaster etc.). Part of this procedure is an escalation to the appropriate level. 0312 The NSO ensures that the insurance coverage (health, accident, travel, liability, property etc.) relating to all human resources or other matters is fit for purpose and regularly reviewed. D-04 INTEGRITY MANAGEMENT This dimension addresses the organization’s ethical standards and practices, checks and balances, behavioural policies, and non-conformance processes and systems. Organizational policies, systems and procedures shall be pre-defined and documented so that staff from the top management down to the rank and file will be guided not only in the performance of their respective duties and responsibilities but more importantly in their conduct and behaviour. The NSO formally adheres to ethical norms and values. These could be reflected or included in one code or 0401 several documents covering the following: 1. Child protection including confirmed compliance with local laws, safety regulations and code of conduct during NSO activities 2. Ethical principles in fundraising (fair representation of purpose, method, behaviour); 3. Conflict of Interest (gift policy, affiliation with suppliers or competing organizations); 4. Paid staff and volunteers' behaviour (discrimination, harassment); 5. A system to report on ethical issues, including protection of whistle-blower and rights of involved parties. These codes/documents have been communicated to all concerned parties. D-04 INTEGRITY MANAGEMENT 0402 The NSO addresses ethics and compliance issues through induction and training to both newly hired staff and volunteers (including the "National Board") appropriate to their position as well as in periodic refresher programmes. Such training is fully recorded. 0403 The NSO has a system to enforce its agreed ethical norms and values at all levels of the organization (i.e. National Board, Management, Staff and Volunteers). Enforcement monitoring (covering Rules and Implementation procedures, compliance review, investigation and sanctions) is carried out regularly and is documented. 0404 The NSO has established and implemented a procedure to report systematically on ethical non- conformities to the appropriate level, internal and external. Major breaches are communicated to the "National Board". 0405 The NSO has a documented procedure to evaluate its external partners entrusted with fundraising activities (e.g. scout shops, scout foundations …) and acts upon it. D-05 COMMUNICATION ADVOCACY & PUBLIC IMAGE

This dimension revolves around the communication policy of the organization to its various internal and external stakeholders, its grantors, its publics, and within its organization, particularly in relation to its operational undertakings, finances, stewardship, and the overall image it wishes to build and project. The overall purpose is here to assess the policy of transparency and how the organization keeps the public and its stakeholders apprised of its operations. Areas covered are the system and policy of reporting, the organizational goals and accomplishments, the use of resources to achieve these goals, and the promotional materials. 0501 The NSO makes annual reports available (upon or without request) to all its key stakeholders and WOSM. These contain at least a narrative of the organization’s activities, a general membership census, a list of "National Board" members and audited financial statements in accordance with generally accepted accounting principles (GAAP). D-05 COMMUNICATION ADVOCACY & PUBLIC IMAGE 0502 The agenda and minutes of key meetings of the NSO, including resolutions to be discussed, are available to all its key stakeholders (including "National Board" members). 0503 The NSO has defined and established a document control system which allows unequivoqual identification, integrity and availability of all types of official documents (hard & soft copies). 0504 The NSO has a brand strategy targeted at external stakeholders. Its communication (including up-to- date promotional material/s) accurately reflects the identity and declared principles of the organization. 0505 The NSO has established regular communication channels with its internal stakeholders (e.g. scout magazine for leaders, newsletter for national volunteers, website, social media …). 0506 The NSO has links and/or partnerships with other civil society organizations and community groups impacting Scouting. 0507 The NSO is active in the National Youth Council or its equivalent body (if such exists). 0508 The NSO regularly engages in a dialogue with key policy makers in its country. D-06 ADULT IN SCOUTING This dimension deals with how the NSO handles human resources related matters such as recruitment, hiring, training, performance management, compensation and benefits, security, and employees’ relations. No matter how well-crafted the NSO’s policies, procedures, and programs may be these cannot be implemented without the right people (as long as they are supported to better cope with the changing conditions in their associations and countries). It is therefore critical to the NSO’ success, and sustainability that the right people are chosen for each position, that their performance is properly monitored and assessed, and that they are adequately compensated for their efforts and outputs. As per the Adults in Scouting World Policy, when referring to Adults, we refer to professionals - paid staff - and volunteers.

0601 The NSO has an Adult in Scouting policy in place for the management of Adults in Scouting. It describes procedures on recruitment, appointment, induction, monitoring, evaluation and departure for all key positions. This policy is based on the World Adults in Scouting Policy and is regularly reviewed. D-06 ADULT IN SCOUTING 0602 The NSO has functioning national Adults in Scouting Committee, consisting of members with relevant experience and includes young people under 30. 0603 The NSO has job descriptions of all adult positions, including all training functions (course leader, trainer, facilitator, coach, tutor, etc.). 0604 The NSO has an effective appraisal system for all national adult positions (paid staff and volunteers) and implements it on an annual basis. 0605 The NSO has a clear and competitive remuneration/compensation package policy for paid staff which is consistently applied. 0606 The NSO has a system for recognizing the contribution of adults which is consistently implemented and recorded. 0607 The NSO has mechanisms in place for efficient succession for adult positions (paid staff and volunteers), including fixed terms of appointment. 0608 The NSO has a clear training framework for adults (both paid staff and volunteers) with, for each curriculum, clear objectives, expected results and minimum competences required. 0609 The NSO offers each appointed adult, the opportunity to receive training according to his/her actual needs, knowledge and experience. All training undertaken is recorded. 0610 The NSO has the following general competencies included in its training curriculum: Fundamental aspects of Scouting, leadership, management and relationships. 0611 The NSO includes “youth involvement in decision making” as a topic in relevant training. The NSO provides regular training for trainers, which includes the following general competencies: 0612 Fundamental Scouting, adult learning, training and facilitating, training management, relationships. D-07 RESOURCES ALLOCATION & FINANCIAL CONTROLS This dimension focuses on financial policies, resource generation and allocation, and financial controls. The objective is to determine the organization's levels of financial accountability and transparency. This is done through an examination and measurement of the organization's financial systems and processes in place (or lack of) and identification of areas of improvement to address the weak aspects of the financial system. 0701 The NSO is not overly reliant on any one source of revenue (averaged over the last 3 years).

0702 The NSO has implemented a documented financial accountability mechanism (full disclosure) which enables it to track funds (earmarked or not) down to their use in programmes/projects (total, cost of fund-raising, sources of funds). 0703 The NSO has a control system in place to prevent any financial misuse of funds. 0704 The NSO operates on the basis of an annual (or possibly at larger intervals) budget, clearly linked to an operational plan, approved by the "National Board" or the "General Assembly". 0705 The NSO actively uses the monitoring and reporting of administrative costs, fundraising expenses, operational expenses and specific outputs as input by management, to adjust the budget midstream or at the next planning or budgeting cycle. 0706 The NSO has financial reports that include the balance sheet, income and expenditure statement and assets and liabilities. If a commercial activity (e.g. scout shop) is part of the NSO, financial statements are also available in the report.

0707 The NSO has an internal financial audit committee appointed by the "National Board" and/or "General Assembly" that meet at least twice a year to review (a) the internal financial controls, (b) the audit program of auditors, and (c) the financial statements. They make recommendations to the Board on financial reporting. Whilst serving on the internal financial audit committee, no member can hold office at the national level. 0708 The NSO has its financial reports audited yearly by an external and accredited body. D-07 RESOURCES ALLOCATION & FINANCIAL CONTROLS 0709 The NSO has established a documented inventory system at its HQ, properly reflected in the financial statement (e.g. properties, equipment and supplies of the organization). 0710 Case1: - The NSO must have enough short term liquidity/assets to cover its short and mid-term liabilities/debts (operational expenses, staff salaries in particular). Case2: - Where the NSO receives money “as needs arise” from a specific set of donors, the organization has a legal agreement which ensures that donors cover the liabilities (responsibility) to which the NSO is committed, by supporting all expenses related to the activities to be performed over the whole duration of the project. 0711 The NSO has a documented and implemented procurement procedure which explicitly states that above a certain threshold, the competitive bidding system is the preferred mode of procurement. D-08 YOUTH PROGRAMME This dimension deals with the NSO’s “raison d’être”: from planning its major thrusts and objectives to detailing its mode of operations at the program, project, and field levels. NSOs need to operate on certain planning, implementation, monitoring, and evaluation and feedback adjustment systems. Each of these systems is essential in carrying out the NSO’s objectives and key performance indicators from the planning stage (at the “drawing table”) down to the project or field level activities. 0801 The NSO has a child protection policy and procedure(s) for scout activities which are disseminated to all levels and included in the training for adults (e.g. Keeping Scouts Safe from Harm). 0802 The NSO has a functioning national Youth Programme Committee consisting of members with relevant experience and includes young people under 30. 0803 The NSO has identified the needs and interests of young people in their community, during the development and review of its Youth Programme. 0804 The NSO has a Youth Programme with overall educational objectives, based on the fundamentals of Scouting and the World Scout Youth Programme Policy. Adequate resource material is available. 0805 The Youth Programme is considered for review at least every 5 years for relevance and effectiveness. D-08 YOUTH PROGRAMME

0806 The NSO has defined a number of age sections linked to the educational objectives in the Youth Programme, each with a defined starting and ending age. 0807 Young people with special needs can access Scouting and the Youth Programme of the NSO

D-08 GROWTH POTENTIALS

This dimension expresses the need for non-profits in general to make tremendous efforts even to keep their current levels of service and funding. Those NSOs that grow are likely to do something pro-actively (otherwise, “completion” is likely to dent into their market share”). Several factors are critical to a non-profit’s ability to grow among which: Preparing for growth, demonstrating results, marketing to specific funders and engaging board members’ time, talent and resources. 0901 The NSO has a membership registration system that enables the measurement and understanding of membership growth/decline (e.g. total numbers, gender, per age section, social and geographical distribution, retention rate, etc.). 0902 The NSO has a policy on diversity which is in place to reach out to different segments of society. 0903 The NSO has defined a resources generation policy and procedures identifying different revenues streams, (membership fees, commercial activities, individual donations, government grants, fundraising, funding proposal submissions etc). 0904 The resource generation policy is implemented and reviewed on a regular basis 0905 The NSO has a growth strategy that includes a communication and marketing strategy that focuses on growth (web-site, leaflets, email blast, social media). D-10 CONTINUOUS IMPROVEMENT

This last dimension of GSAT VI.2 concentrates on the NSO’s continuous and sustainable improvement. All NSOs need to undergo an audit of management system, making their findings known to all concerned parties, implement corrective or preventive actions and ultimately take stock of the lessons learned, this is a prerequisite towards the NSO’s continuous improvement.

1001 The NSO has defined and implemented a mechanism to evaluate the effectiveness of its “National Board” in fulfilling its roles and responsibilities (e.g., self assessment within the Board). 1002 The “National Board” of the NSO has defined and implemented a process to evaluate annually the performance of its CEO (head of the executives) 1003 The “National Board” of the NSO annually evaluate the performances of its Committee (Standing and/or Task Forces). Evaluation is based on each Committee’s Terms of Reference, objectives, deliverables, deadlines and responsibilities). If a Board member is part of a Committee/Task Force, he/she does not take part in the evaluation process. 1004 The NSO uses the result of any external auditor’s report )e.g. financial or non-financial ) as input towards Continuous Improvements. 1005 The NSO has a detailed list of activities/projects executed in the last year, together with their corresponding evaluation documents. 1006 The NSO can show that the evaluation of each activity/project has been used in the preparation of the next edition or follow-up with documented corrective and preventive actions. 1007 The NSO has a system in place to assess Youth member satisfaction. The results are translated into nan action plan which is then implemented. 1008 The NSO has a documented procedure safeguarding the memory and experience gained in direct situation.