DEVELOPMENT PLANNING TOOLKIT Scout District

Scout District Development Planning Toolkit 1

Scout District DEVELOPMENT PLANNING TOOLKIT

This Scout District Development Planning Toolkit is one BE SMART of nine planning aids for use across the movement, to help members analyse the past and plan for the future. Before we look at how to put a development plan together, These documents comprise and replace all previous red, let’s ensure the targets we set are as realistic as possible; this amber, green (RAG) packs. While anyone may use these makes the whole process much easier in the long term. Make documents, it may be helpful to enlist the support of the your targets specific, measurable, achievable, relevant and time- SHQ Programme and Development staff. bound (SMART). For example:

Completing electronically We need a new Assistant District Commissioner The SWOT analysis, RAG reviews, planning matrix and development plan are set up so that you can complete them on your computer using Adobe Reader. Simply click in the box you S We will recruit one new adult for the district wish to complete and start typing. To download this for free click here. When their PVG is returned and they have received M their appointment, the target is reached Printing If you would prefer to print the whole document and complete This task is linked to the movement’s national it on paper, we recommend you print to A4. You may wish A objective to grow the number of adults to print and use only certain parts of this document. You can specify what pages you want to print from the print menu, and The new adult will help us meet the future demand the relevant parts can be found on the following pages: R of young people, identified by the waiting list • SWOT analysis page 3 We will run this task for eight weeks, with a deadline • RAG reviews pages 4 – 11 T • Planning matrix page 12 of xx/xx/xxxx • Blank development plan page 14

If you use this system for setting targets, you are far more likely to succeed. Because you have clearly identified when the target Those who never make any plans, is reached, you know exactly when to close the task and will never make any progress either. not waste extra resources by keeping it open for longer than needed. By making it time-bound you also know when to stop if – Lord Baden-Powell you are not having any success, so the task can be reviewed and a new approach taken. Crucially, you will not be wasting your time by continuing with something that might never work.

To put B-P’s words another way, ‘Those who fail to plan, plan to fail.’ It’s an old adage, but very true, especially in Scouting. Development planning Development plans do not need to be long, complicated Whether planning a programme, a camp or your district’s future, documents that go on for pages and pages. Some of the best you need simple and realistic targets to ensure the district and most effective plans are short and simple ones. Be realistic; doesn’t eventually shrink and close. what can you achieve this year? This toolkit is yours to use to help you plan the continued success of your district. There is also help available in your region and from the SHQ Programme and Development staff. Scout District Development Planning Toolkit 2

What goes into a development plan? There are two main sources that can contribute to a development plan, one is the SWOT analysis, and the other is a RAG review of your district. Elements are taken from both, prioritised, and then some items are placed on your development plan.

RAG review

R A G S W

O T

SWOT analysis

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Planning matrix

Development plan

SWOT ANALYSIS This analysis helps you assess the strengths, weaknesses, opportunities and threats (SWOT) to your district. Strengths and weaknesses are internal factors. Opportunities and threats are external factors that can all influence the future of your district.

STRENGTHS WEAKNESSES (Things you are good at now, and need to (Things that are not good right now, that be maintained and built on) need to be remedied, changed, or stopped altogether)

OPPORTUNITIES THREATS (Things that will be good for the future (Things that are not good for the that need to be prioritised. They need to be future that need to be planned for and identified, built on and optimised) countered) Scout District Development Planning Toolkit 4

RAG REVIEW Glossary and definitions The RAG review is a simple set of criteria which you can check • Stakeholders your district against. There are a number of categories down the Any adult who benefits from, or contributes, to the district left-hand side, and each one has three statements next to it. Each and its members. This includes parents, executive members, statement corresponds to either red, amber or green. Read all local sponsors, members from groups inside and outside three and decide which one is the closest match to your district. Scouting you are partnered with and other local community Put the corresponding colour in your result column. leaders.

For some questions you may need to access census data. A link to • Moving in the census site and a user guide can be found at Joining Scouting from outside of Scouting, regardless of www.scouts.org.uk/census – if you are unsure you may need to whether a beaver, cub, scout, explorer, young leader or speak to the group secretary or the scout information centre. network member.

At the end there are some blank areas, giving you the flexibility to • Moving on add in local, specific issues that may affect your district. The last Moving from one section in Scouting to the next section due row is for your overall score; this is simply the RAG colour your to age. district scored most often. This is not an indication of how ‘good’ you are as a scout district; it is simply a way to co-ordinate where • Register of interest you should be supported. This could help you build the district A list of young people who are interested in joining Scouting, development plan, or just make you aware of local issues. but are not yet old enough for the youngest section that operates locally.

• Waiting list A list of young people who want to join Scouting and who are the right age, but are unable to join as the section is at capacity. Please note that this a generic set of criteria and your district’s particular circumstances may slightly alter the • Youth forum results for one or two elements. For example, if you are A meeting of young people specifically to take their views on a in a rural area, your district size and rate of growth may particular subject or range of subjects. well be different to that of an inner-city district, but not always! If you can’t decide which statement is the closest match for your district, try one of the following:

• Repeat the exercise, either independently or as a • group of people, and find out what the consensus of opinion is. • • Speak to one or more other districts or within • your region for their perspective. • • Always err on the side of caution. Only choose a • statement if your district meets it entirely, or could meet it quite quickly. • • Remember – red isn’t a sign of failure, merely an honest opinion of where you are now, and a good opportunity for development.

Female membership Adult Training Young people Co-education KEY Adults

district and groups. Many roles vacant. No less than 60% of adult appointments Insufficient adults in post to support the hold the correct wood badge or are No training advisers appointed, and training for their role within stated working towards the appropriate Three or more groups have less succession planning in place are open to both males and Not all groups in the district than viable numbers and/or A growth against last year’s census of less than 3% sections missing females equally timeframe RED

multiple appointments. Aware of the One or two groups have less than viable Most appointments filled, although appointments hold the correct wood difference. Many adults holding additional adults would make a Less than 75% of districts open to A growth against last year’s census badge or are working towards the appropriate training for their role need for succession planning both male and female members Few training advisers appointed numbers and/or sections missing and active. 60% -90% of adult within stated timeframe AMBER of 3–5%

All groups have three sections with viable A growth against last year’s census of holding two appointments. Succession Correct number of adults for positions planning in place and used effectively appointments hold the correct wood appointed and active. 90% of adult within district and groups. Very few badge or are working towards the appropriate training for their role are open to both males and Sufficient training advisers within stated timeframe All groups in the district GREEN numbers in each females equally over 5%

OUR RESULTOUR

(young leaders – adult leaders) ADCs (where appropriate) (refer to section RAGs) (explorers – network) Waiting lists Diversity Moving on Beavers KEY

development of the sectional programme there is no encouragement to become The district is not, and not working There are no lines of communication between sections. Young people are Where sections have young leaders, towards being, representative of the Limited opportunity for support and assumed to only be in one section. No management of waiting lists diversity of the local community No section leader meetings adult leaders post 18 within the district RED

being representative of the diversity Occasional inter-group events/programme. The district is actively working towards Waiting list shared across the district volunteers, but only if they express an open to them but usually all end up people have an idea of the options Some lines of communication exist between relevant sections. Young in just one section. Young leaders Certain groups regularly missing Section leader meetings are not encouraged to become adult Modest programme support. interest themselves local community AMBER well co-ordinated

Good programme support. Section leaders The district is fully representative of the Instant joining opportunities. Waiting list working together effectively and sharing programme ideas. Innovation within the Members of the district team co- ordinate effective section leader diversity of the local community adult volunteers when they reach18 on is planned before 18th birthday. Young people fully informed of the between relevant sections. Moving leaders are encouraged to become Good communication links exists options open to them. All young shared across the district district programme GREEN meetings

OUR RESULTOUR

Young leaders’ scheme (refer to section RAGs) (refer to section RAGs) (refer to section RAGs) (refer to section RAGs) Explorer scouts Scout network Scouts KEY Cubs

development of the sectional programme development of the sectional programme opportunities are limited. Explorer scout Limited opportunity for support and Limited opportunity for support and Limited or no young leader training Small explorer scout units. Good leaders are in short supply available in the district No district networ k within the district within the district RED

quality, progressive programme exist. Supply of units/structure copes with Modest programme support. Occasional demand but needs additional adult District network exists but programme inter-group events/programme. Certain Explorer scout programme exists. Modest opportunities for a good support to work more effectively Module A completed by all young leaders but very few completing Occasional inter-group events/ representation of eligible local ‘missions’ or further training Modest programme support. members in district network programme. Certain groups and links are patchy. Poor groups regularly missing regularly missing AMBER

other networks and explorer units. Active leaders. High number of young leaders leaders working together effectively and District network exists, good links with programme of young leader training 25% achieving ‘missions’. Complete completing other modules, and over sharing programme ideas. Innovation adults are in place to operate. Local programme, which links with other networks. Good representation of Module A completed by all young Explorer scout provision is in place ideas. Innovation within the district Good programme support. Section effectively and sharing programme programme. Unit meets demand and provides good opportunities Section leaders working together of young people and sufficient for a progressive, good quality within the district programme and supporting programme representation of members Good programme support. eligible local members GREEN programme

OUR RESULTOUR

Group engagement with district meetings, activities and events) (attending and participating in Adventurous Activity Permits Scout Active Support Executive Committee Nights Away Permits KEY

positions need filling. Little or no growth in membership. No recruitment initiative and unaware of its role and responsibilities down to groups. Executive committee Young people available but not used. accomplished by ex-officio members. Less than 50% of groups engage with or no contact with the district. Many No governance support is cascaded No governance Unit either doesn’t exist or has little no support to the district or groups No executive committee. Functions One or more groups with no permits opportunity to gain new permits No permits available or used. the district RED

available permits. Permit records not up 50% or more of groups engage with of support for district and/or group but not representative of the wider Only recruiting retiring scouts, etc, from within the district. Low level Limited use of a small number responsibilities within the district but not used. Some governance but not used. Some governance district. Young people available Executive committee is in place some awareness of its role and support is cascaded to groups. The executive committee has Less than one permit per events and activities section, per group AMBER the district to date

Contains young person representation. One permit per section, group Meeting regularly and fully attended. Governance support is fully cascaded Governance committee is aware of its role and responsibilities within the district, per POR and district constitution. Executive committee working as down to groups. The executive permits is active and encouraged events. Actively recruiting new which it carries out effectively 100% of groups engage with Training for and recording of and/or group activities and Actively supporting district GREEN membership the district

OUR RESULTOUR

Safety and assets Growth – Adults Appointment Fundraising process KEY Finance

property/equipment as assessed by Annual accounts not submitted. Insufficient reserves to maintain held and a lack of training advisers adequately maintained. Resources Process not in place. No meetings are not in place. Risk assessments Against the last census data, a Income from levy/membership growth of 3% or less in adult requirements and there is no fees does not meet current Equipment/property is not other funding in place volunteers in groups district treasurer are non-existent RED

ongoing risk assessment. Property time. Little regard given to reserves, consideration has been given to Equipment is in place, but little accounts submitted for audit on Appropriately signed off annual only by levy/membership fees. training advisers not assigned Modest fundraising in place, Against the last census data, Mixed level of commitment. Chair and secretary in place additional funding sources a growth of 3-5% in adult Meetings are irregular and Limited opportunities for may have issues volunteers in groups operational plan AMBER or budgets

accounts submitted for audit. Reserves Appointments advisory committee level maintained. Operation plan and and effective chair and secretary. outstanding health and safety or Supports new adults throughout place to support the operations Process is smooth and efficient. of the district. Appropriate risk security issues. Appointed and growth of 5% or more in adult Against the last census data, a Reserves managed appropriately Appropriately signed off annual the required income to maintain assessments conducted. No Plan and policy in place to cover Equipment and property in active safety co-ordinator the operation of district. the process. Training volunteers in groups advisers available GREEN budgets in place

OUR RESULTOUR

Growth – Young People Parental Engagement Flexible volunteering Youth forums AGM KEY

to actively engage with young people Group scout leaders not encouraged and their parents upon joining, and No groups use flexible volunteering No youth forums operating across people across the youth sections growth of 3% or less in young Against the last census data, a No advice has been sought on throughout their scouting life despite having limited adult There is no AGM implementation the district numbers. RED

There is a form of AGM with limited and their parents upon joining, and Group scout leaders encouraged to actively engage with young people Youth forums planned but there is growth of 3-5% in young people reporting. Attendance is patchy Against the last census data, a throughout their scouting life Some groups effectively use needed, but there is limited flexible volunteering where across the youth sections sharing of best practice no direct feedback AMBER

flexible or shared leadership teams and Against the last census data, a growth encouraged. Best practice is shared to Group scout leaders are encouraged enable groups to implement parent/ of over 5% in young people across Planned and well attended youth helper rotas, volunteer pools and district commissioner and treasurer. with full reports from all sections, Flexible volunteering is actively people and their parents upon to actively engage with young joining, and throughout their There are comprehensive AGMs shared executive committees Well attended by stakeholders forums across the district the youth sections GREEN scouting life

OUR RESULTOUR

Overall score KEY

RED

AMBER

GREEN

OUR RESULTOUR

Discuss with your team where they think items should be placed PLANNING MATRIX in the matrix, and how urgent and important everything is. (Factsheet FS310607) Make sure there is a consensus over where items have been Now that you’ve analysed the district, you will have a better placed and that everyone’s view has been discussed and understanding of which elements could do with some support. not ignored. But which ones do you prioritise? You can use a ‘planning matrix’ to chart where you should focus your efforts. It may be Some of the items in the top, right-hand box, (high worth putting the elements that you are going to work on from importance, high urgency), will be carried forward into the RAG and SWOT analysis onto small sticky notes as they are the development plan. likely to be moved around the matrix until everyone is happy. You may also want to draw the matrix on a bigger piece of paper.

PLAN TO DO DO NOW HIGH IMPORTANCE LOW

IN THE BIN JUSTIFY

LOW HIGH

URGENCY

Support is always available from the Programme and Development DEVELOPMENT PLAN staff at SHQ, who can be contacted at: As mentioned before, development plans do not need to be huge, but they do need to be simple. Most district development Tel: 01383 419 073 plans should not have more than four or five targets which you Email: [email protected] can perhaps review annually. Take some of the elements from the high importance, high urgency box in the planning matrix, and as a team decide which ones you could work towards this year. If this is your first development plan go for the ‘quick wins’, that is, items you can progress across the RAG chart from red to amber or amber to green quite quickly. By doing this, your overall development plan gets smaller and you can see that good progress is being made.

Also remember to make any targets SMART. A blank district development plan template is at the back of this document. You may wish to photocopy it a couple of times as it might take one or two attempts to put together a SMART development plan.

My local development contacts are:

______DISTRICT DEVELOPMENT PLAN CREATED ON ______

(What we need to do) AIM

(How we are going to get there ) ACTION

RESPONSIBLE WHO IS WHO IS

REVIEW DATEREVIEW

ACHIEVEMENT ACHIEVEMENT DATE

OUTCOMES REQUIRED