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Report of the Secretary General Wosm

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Report of the Secretary General Wosm REPORT OF THE SECRETARY GENERAL WOSM 39TH WORLD SCOUT CONFERENCE – BRAZIL 2011 1. INTRODUCTION When I had the privilege to present my report to the World Scout Conference in July 2008 in Jeju, Korea, I told you that it was the first time, and also the last time, that I was addressing the leaders our Movement as Acting Secretary General of WOSM. We indeed all knew that the process of appointment of a new Secretary General was to start soon and though I had secret hopes, as you can well imagine, nothing was decided. Today, it is again a privilege to report to the shareholders of our Movement in what I would call a more “comfortable” position. This was a busy short triennium, quite exceptional in terms of operations, since, for the first time in the history of the World Scout Bureau, we had to recruit in such a short time three new Regional Directors to fill three vacancies in the Africa, Eurasia and Interamerican Regional Offices and organize the move of two Regional Offices, the Eurasia Regional Office from Gurzuf to Kiev and the Interamerican Regional Office from Santiago in Chile to Panama. Since we last met in Korea, I have attended six Regional Conferences, three Regional Summits, at least two meetings of each Regional Committee in all Regions but one, and have visited a number of National Scout Organizations. On each occasion, I took opportunity to share with those present: • why I believe that the World Scout Bureau has demonstrated over all these years a rather high capacity to think strategically, to generate global goodwill, to contribute to the conception and delivery of policies and methodologies, to produce quality materials and tools and to develop competence at all levels, and why I considered it was important to preserve the capital of the Bureau which is human capital, • why also the Bureau has slipped into some internal dysfunctions aggravated by external dysfunctions inherent to large organisations like ours, • why I believe that WOSM must transform itself and create the conditions for change to better support NSOs with one objective: be able to respond to NSOs' requests at the nearest level with the best expertise available, • why I believe that we must redefine the levels of competence and responsibility within the World Organization: the world level needs to identify needs from the Regions/NSOs and push support as requested down to NSOs with a competence of co-ordination, think tank and clearinghouse; the regional level needs to develop a competence of consultancy and support: and the national level needs to assume its responsibility in the delivery and implementation, • and how this reflection had shaped my own objectives for the Bureau, which for those of you who were in Korea and listened my address will not come as a surprise since these are a continuation of what I expressed then. 2. WHAT ARE THESE OBJECTIVES? Briefly my objectives until Brazil and certainly beyond revolve around: • developing a customer focused mentality in the WSB staff to better serve our National Scout Organizations through a reinforcement of, and better collaboration with, our volunteer and professional regional structures, including inter-regional cooperation, to respond to the needs of NSOs in a more targeted and focused manner which implies new way of delivering support through “consultancy” in addition to more traditional methods we are used to. • assisting our NSOs to identify their needs and mobilise appropriate human knowledge, expertise and competence as well as material and financial resources within and outside WOSM to respond to these needs, to make sure that the needs expressed by NSOs have been well and systematically identified and correspond to “real needs” and not “wants”. • encouraging, facilitating and motivating quality and quantity membership growth in our NSOs, Report of the Secretary General WOSM Page 1 because it is our collective constitutional obligation as members of WOSM “to foster the Scout Movement throughout the world”. • better communicating our success stories inside and outside the Movement, to further build the visibility and credibility of Scouting as being relevant to the issues facing young people in today's world and a reliable partner to attract further support. • further strengthening relationships with the World Scout Foundation, to look for synergies, avoid duplication and confusion in roles and responsibilities and maximize our respective unique comparative advantage. These objectives have been my “red thread” in relation to the Triennial Plan 2008-2011, revolving around the Strategy, which was developed by the World Scout Bureau Central Office in co-ordination with all Regional Offices, adopted by the World Scout Committee at its November 2008 meeting and circulated to all NSOs in January 2009, then further refined with the inclusion of indicators of achievement which have been approved by the World Scout Committee at its meeting in March 2009 in Geneva. 3. WHAT HAVE WE DONE SO FAR TO RESPOND TO THESE OBJECTIVES? Responding to these objectives is a permanent task of the daily work in all Offices of the Bureau and you will certainly have learned a lot about what has been achieved by the World Scout Committee and Regional Committees as well all Offices of the World Scout Bureau in the mid-term report on the level of implementation of the Triennial Plan for 2008-2011 circulated to all NSOs with our Circular 12 of May 2010. I would nevertheless like to share with you some examples of how these objectives have been addressed during this short triennium. 3.1 With regard to developing a customer focused mentality in the WSB staff to better serve our National Scout Organizations through a reinforcement of, and better collaboration with, our volunteer and professional regional structures: 3.1.1 Executive Directors Team meetings The Executive Directors of the WSB (i.e. the six Regional Directors and the two Central Office Executive Directors responsible for Education, Research & Development and General Management) usually meet with me twice a year. The same group met five times since Korea, and on two occasions were accompanied by other executives in all WSB Offices with responsibilities in the areas of Educational Methods and Scouting's Profile – a total of some 40 people. The overall objectives for these meetings are to work with the Secretary General on his vision for the WSB; to strengthen relationships between staff in all Offices of the WSB to build one WSB team; to explore new ways of working to support the Movement with a more customer-focused mentality; to establish sustainable ways of co-operating following the meeting; to share work and working methods in the areas of Educational Methods and Scouting's Profile. During the week, separate meetings of the executives supporting Educational Methods and Scouting's Profile, as well as a meeting with the World Scout Foundation to strengthen relationships, are usually held. The objectives for these meetings were to share a common vision, common goals, common responsibilities and common commitments as WSB staff; to build a global map of our plans, actions and resources; to define a set of quality criteria in our core business as well as recommendations to better implement our tasks; to help each member of staff to identify his/her competencies vis-à-vis the key areas of our core business; to create a personal development plan and to agree learning and support processes to achieve the plan; and to explore the connections between departments/offices (best practices and challenges). Though this is an expensive exercise, these meetings were judged to have been very successful and this method will continue. 3.2 With regard to reinforcing, and collaborating better with, our volunteer regional structures: 3.2.1 Recruitment of new Regional Directors for the Africa, Eurasia Regional and Interamerican Regional Offices of the WSB. Following fully open processes carried out in total collaboration with the Africa, the Eurasia and the Interamerican Regional Scout Committees respectively, and in full agreement with these three Committees, I have appointed Mr. Frederic Tutu Kama-Kama, from the Democratic Republic of Congo Page 2 39th World Scout Conference - Brazil 2011 (DRC), as new Regional Director of the World Scout Bureau, Africa Regional Office; Mr. Iurie Emilian, from Moldova, as new Regional Director of the World Scout Bureau, Eurasia Regional Office; and Mr Raul Sanchez Vaca, from Mexico, as new Regional Director of the World Scout Bureau, Interamerican Regional Office. The novelty in the recruitment process was by involvement of volunteers through: • agreement of the respective Regional Chairman on the job description and the call for candidature before it was launched, • agreement of the respective Regional Chairman in the selection of shortlisted candidates, • participation of the respective Regional Chairman and of a member of the World Scout Committee in a panel to interview the shortlisted candidates. Our (volunteer and professional) collaboration throughout this new approach of a fully open and transparent process has been exemplary from the beginning to the end. Volunteers have subtly and diplomatically let me assume my managerial responsibility for recruiting staff whilst I enjoyed and valued their contribution and assistance throughout the process. 3.3 With regard to better serving our National Scout Organizations: 3.3.1 Consumer satisfaction and Net Promoter Indicator survey of NSOs All Regional Offices of the Bureau continue to be active in serving NSOs in the field through workshops, seminars, and the Central Office is busy supporting colleagues in Regional Offices. Though we are well aware that our presence in the field is expected, it would have been difficult to embark in any direction without knowing the expectations of NSOs and their level of satisfaction or dissatisfaction with the services already provided by WOSM, i.e.
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