7UDLQLQJ 0DQXDO - Scout...Youth Affairs, Junta de Castilla y Léon, Spain. Agustin Matia, Movimiento Scout Católico, Spain. Printing & production Graficas Gar-Cue Plata, n 14, Nave

Writing & coordinationRichard AmalvyDirector, Branding, Communications & Media

Graphic design, artwork & editorial supportSimon Bourges

Graphic assistant and research for the second editionGuadalupe SanmateuVictor C. Ortega

Diagrams © Richard Amalvy, Image equation (page 8) in L’identité du territoire Castres-Mazamet, research in territorial marketing, September 2002. Pages, 10, 17, 30, 90. © Jean-Marc Decaudin (pages 64, 70 et 103) in La communication marketing, Editions Economica. © Thierry Libaert (pages 10, 25, 34, 51, 55, 56, 62, 63, 76, 97,114) in Le plan de communication, Editions Dunod

Photography© World Scout Bureau archives & photography services.

Editorial secretariat for the first editionPascale Boulanger, Nicole Wauters-Mindlin

Editorial secretariat for the second editionVanessa Von der Mühll, Chantal Payot

TranslationsEnglish: Samantha Pijollet-HallSpanish, first edition: Bureau Régional InteramériqueSpanish, second edition: Ferran Guimaraes

Editorial committee for the first editionSinika Alvesalo (The Guides and Scouts of Finland), Dieter De Court (Federatie voor Open Scouting, Belgique), Paolo Fiora (Corpo nazionale giovani esploratori ed esploratrici italiani), Tomas Horvath, Slovensky Skauting, Slovaquie), Albertina Ivan, Cercetasii Romanei, Roumanie), Jean-Philippe Melchior (Scouts et Guides pluralistes de Belgique), Elaine Mellon, Scouting association of Ireland).

Acknowledgements for support, advice & suggestionsDominique Bénard (Youth Programme), Camille Baise (Graphic Arts), Jean Cassaigneau (Partnerships & External Relations), Mark Clayton (Communications), Philippe Filleron (Institutional Relations & Methodological Approach), Malek Gabr (Methodological Approach), Jocelyne Gendrin-Guinebault (Methodological Approach & Evaluation), Ferran Guimaraes (Communications & Marketing), Christian Hurisse (Archives & Documentation), Mateo Jover (Cultures & Identity), Guillaume Légaut (Cultures & Identity), Eduardo Missoni, (Global Strategy), Jacques Moreillon (Global Strategy), Marta Pieri (Resource Mobilisation), Victor Ortega (Graphic Arts), Luc Panissod (Resource Mobilisation & Brand Strategy), Giuseppe Porcaro (External Relations), Charles Andrew Revkin (Brand Protection & Intellectual Property), Arturo Romboli (External Relations), Thierry Tournet (Web development), Eduard Vallory I Subira (Cultures & Identity), Vanessa von der Mühll (Communications & Media), Anne Whiteford (Methodological Approach).

Acknowledgements to the training teams of the regional communication forumEmad Abd-el-Monem, Laila A. Alm Eldin, Simon Carter, Neil Commons, Alberto Del Brutto, Paolo Fiora, Ferran Guimaraes, Euloge Ischimwe, Adam Jollans, Mario Diaz Martinez, Martyn Milner, Gabriel Oldenburg, Victor Ortega, Abdullah Rasheed, Matt Rooney, Luz Taray, Katrin Tauscher, Andrew Thorp,Vanessa von der Mühll, Mike Walker, Anthony Weller.

Scout Association of Macau, assistants and translators of the Cairo International Scout Center (Egypt), Scout leaders of MSC and ASDE (Palencia, Spain), Welcome team of the International Scout Center of Picarquin (Chili), South Africa Scout Association (Pretoria), Scout Association of Burkina Faso.

Special thanksBorja Suàrez Pedrosa & Sergio Montoya Ruiz de Angulo, General Directors Youth Affairs, Junta de Castilla y Léon, Spain. Agustin Matia, Movimiento Scout Católico, Spain.

Printing & productionGraficas Gar-CuePlata, n°14, Nave 9 – Poligono de San CristóbalTF./Fax : + 34 983 29 81 03 – 47012 Valladolid

© World Scout Bureau, first edition, September 2003© World Scout Bureau, second edition, September 2008 ISBN 978-2-917213-01-8

All rights are reserved concerning reproduction and translation for national Scout organisations that are members of the World Organization of the Scout Movement. Credit is obligatory and must mention the source and the author.

Published with the support of

This general summary gives an overall look at the

contents of this publication. More detailed summaries

can be found at the beginning of each section.

Table of contents

Contents

Forewords 6

Introduction 8 Part 1: concepts 12chapter 1 Scouting’s Profile 14

chapter 2 Scouting as a brand 16

chapter 3 Identity: a common heritage 18

chapter 4 Making use of history to learn & grow stronger 26

chapter 5 Scouting as a product, its image as an asset 30

Part 2: The Brand Strategy 38chapter 6 Why a strategy? 40

chapter 7 Conceiving a strategic plan 44

chapter 8 The elements of Corporate communications 76

chapter 9 Working with the media 90

chapter 10 Internal communications 100

chapter 11 The Partnerships Strategy 102

chapter 12 The Resource Mobilisation Strategy 110

Part 3: Implementing the Strategy 120chapter 13 Planning 122

chapter 14 The work stucture 124

chapter15 Internal & external human resources 126

chapter 16 The budget of Communications 134

chapter 17 The stages of evaluation & multiplier effects 136

Index, keywords & style guide 140

Bibliography 147

6

Forewords"Saying who we are"

Facing the mirror

The great German poet and playwright, Johann Wolfgang

Goethe, once wrote that behaviour is a mirror in which

each person reveals their image. One hundred years

after its creation, the Scout Movement has developed a

public image that is somewhat stereotyped, very often far

away from what it really is, namely a force that makes a

powerful contribution to the non-formal education sector

and transmits values to millions of young people around

the world.

There was therefore a difference between what Scouting

truly is and the messages that it was able to communicate

to the outside world. This is why, at the end of 2001, the

European Scout Region felt the need to develop a long-

term training strategy in the field of external relations,

communication and image, so as to support the work that

some associations had already undertaken. This involved

developing a professional tool to facilitate the Movement’s

growth in each country (hence the inclusion of the word

“boom” in the title of this publication) through an analysis

of the issue and a proposal as to how to develop an

appropriate communication system for Scouting today.

What was needed was something that stimulated

reflection on the image conveyed through our actions and

on how to convey the Movement’s mission to its various

interlocutors.

It meant developing a real Communications strategy, in

time for the Centenary year, so as to know how to define

and clearly transmit who we are and what we propose.

Nothing more, nothing less.

A maturing idea

The driver behind this ambitious enterprise was Richard

Amalvy (currently Director of Communications at the World

Scout Bureau) who was able to bring together his in-

depth knowledge of Scouting’s reality and potential, with

his renowned professional experience of Public Relations

and Communications. The result of his enormous capacity

for work and passion for the task was the publication of

the book “Scout.Boom.Comm: Scouting’s Profile” in

September 2003, which was produced in English and

French for European Scout Organizations. The use of

this book over several years in numerous international

workshops and seminars has generated intense and

systematic work based on its conceptual substance

and content. Taking the Strategic Priority of “Scouting’s

Profile” as a base, the work undertaken has enabled the

development of a branding and image strategy that is now

considered to be an important element in the Movement’s

growth. My personal thanks go first to the author, whose

generosity has led to a rich

working tool whose concepts are

applicable not only to Scouting,

but to any non-governmental

organisation seeking to undertake

serious work on the totality of these

themes.

The Public Relations support team for National Scout Organizations at the 21st World Scout Jamboree, Chelmsford, August 2007.

7

Intensifying the training of volunteers

In 2008, “Scout.Boom.Comm” was published in Spanish.

This was the result of many hours of work and the conviction

that the training of volunteers to communicate the Scout

Movement’s values to the world needed to be intensified. It

is not simply a translation, as the content was reviewed and

brought up to date based on the numerous experiences

and results acquired over the past few years, through the

introduction of new chapters on the social capital that the

image and the development of the Scout brand constitute.

It is not a definitive authoritative work either, but a method

that is constantly being reviewed, modified, rethought and

expanded, based on feedback from our readers.

AcknowledgementsFinally, I would like to thank the Junta de Castilla y

Léon, in Spain, for the production of this edition of the

book, especially its former Youth Director General, Borja

Suárez, who supported not only this publication but also

other important training initiatives, such as the Regional

Communications Forum in Palencia in 2007 for the European

and Eurasian Regions (which sent representatives from

numerous countries).

I have great hope that public authorities take interest in the

development of the fields of Communications and Image

in the process of growth in youth organisations as they are

at the heart of the fabric of our societies and contribute

daily to society’s improvement in an altruistic way.

My heartfelt thanks for the support and trust in the work that

the Scout Movement carries out every day in the service

of children and young people. There is no doubt that

whatever our various responsibilities at all levels, we are

numerous in sharing the promise of leaving this world a

better place than we found it.

Mario DÍAZ MARTÍNEZVice Chairman of the World Scout Committee

Chairman of the Communications and Branding Task Force [email protected]

Forewords"Saying who we are"

8

Introduction"What's Scouting's usefulness?"

n While Scouting has a great deal of expertise in many

fields, an area in which there is often room for improvement

is, ironically, its ability to communicate what the Movement

seeks to achieve and what it is good at. Scout.Boom.

Comm is a tool to help you to do this. This second edition

has been enriched by the work on revitalising the Scout

brand and image that has been underway since 2005

and by field tests of the method launched in 2003. This

new edition also contains the fruit of an open dialogue

with over 500 people who took part in workshops, training

sessions and seminars using this method. A big thank you

to everyone involved, you have all helped! 1

1. A challenge for development and growth

Several factors have accelerated the collective realisation

that image is a major challenge for the Scout Movement’s

future. What are they?

First was the preparation of the Movement’s centenary,

both at national and world levels. The general concept for

the extraordinary year of the centenary (launched in 1997)

was to get Scouts out of their Scout huts and camps to

show everyone what they were capable of achieving. Doing

so has required an enormous amount of imagination to

convey Scouting as something new and noteworthy. The

Gifts for Peace campaign and Scouting’s Sunrise have

provided opportunities to show what Scouting is really able

to do.

However, enthusiasm was dampened by the realisation

that, in many industrialised countries, the Scout Movement

faces a decline in membership due to the fact that there

are other proposals competing for young people’s leisure

time, because the Movement has not been able to renew

its educational programmes and activities in an attractive

way, and because it is more difficult to find adults who want

to commit themselves to an educational project that does

not state clearly what it offers.

In marketing terms, the cause that Scouting defends does

not seem clear. What exactly IS the point of Scouting? If

we cannot answer this question, neither Scouts nor non-

Scouts will be able to understand Scouting’s mission. And

the downward spiral will accelerate in terms of recruiting

young people and adults and of obtaining the necessary

supplementary resources to achieve its purpose.

In industrialised countries, the caricatural image of

Scouting not only alienates potential new members, but

also accelerates the departure rate of young people and

adults who, as individuals, do not want to be identified

with the unpopular image that an organisation may convey

overall.

If Scouting cannot understand the needs of young people,

be fully involved in society, or if it becomes transformed into

an order or an army as opposed to being a movement, it

loses its essence: educational and social innovation.

1 Participants in workshops held in Europe from 2001 to 2004, the World Conference in 2005 and the worldwide programme proposed during Regional Communications forums from November 2006 to April 2008.

In contrast, in emerging economies and developing

countries, Scouting is better known for its usefulness to

society. People know why Scouting is useful, as it responds

to urgent social and humanitarian needs - and Scouts are

not shy about showing what they do. Just one example: the

fight against AIDS in Africa in which prevention campaigns

have a high profile.

In most of these countries, the challenge of development

and growth is not due to a lack of members or projects.

Rather, it is due to the lack of means to support the activities.

A good image is not enough: more means are needed to

establish credible projects and to convince public and

private sponsors to support Scouting, so as to take action.

2. Collective awareness

At global and local level, collective awareness of the

challenges related to Scouting’s image involves accepting

reality. In order to see it, we need to examine the situation

honestly, and then make a critical analysis of the results of

this analysis.

2 “Education in love in place of fear”, Lord Baden-Powell, in Jamboree, January 1923. The original text read during the 3rd Moral Education Congress, organised in Geneva in August 1922.3 A World Scout Conference Resolution adopted in 1924 as number16/24, which, in 1963, later became listed as 16/63..

The consultation work launched during the Regional

Communications Forums that took place from November

2006 to May 2007 enabled us to meet 200 leaders from

over 80 countries. Together, we were able to work to

reconstruct Scouting’s image. In order to do so, we had to

overcome the taboos from certain subjects.

Taboo No. 1: Excessive pride hampers our capacity to

examine ourselves in a critical light. We have met Scouts

who are so proud of who they are that they forget to

mention what they do! We can parade in the streets with

great pride, but we can be totally incapable of telling others

about the fieldwork we carry out with young people.

Taboo No. 2: We convey the message that the Scout

Movement promotes peace, but we parade in public

like a regiment, sometimes even with knives in our belts!

In so doing, not only do we betray Scouting’s mission

by behaving like paramilitary forces, but – even more

importantly - we also betray the essential characteristics of

the Founder, Lord Baden-Powell. In 1922, his concluding

remarks at a Scout Conference were about: “A substitute

needed for military training” 2. He repeated these comments

in 1924 at the World Conference, which re-asserted “and

emphasizes the non-military character of the Boy Scout

Movement” 3. His message could hardly be clearer.

Great ideas arise from wanting to carry out collective action to reach

common goals.


9

10

Taboo No. 3: Scouting is not totalitarian as it educates for

citizenship and democracy. However, in some countries in

which people have rejected totalitarian regimes, the rebirth

of the Scout Movement has involved behaviour reminiscent

of former totalitarian youth movements, the most visible

aspect being the dreadful uniforms.

These three extreme examples show that the lack of

coherence between messages and behaviour are our

responsibility. In such cases, we need to realise that we

really are the authors of our own caricature. Between reality

and prejudice, caricature is an evil that we have generated

ourselves by not respecting our identity and Mission.

The work that we have undertaken on brand management

shows that we have also pirated our own brand. We will

come back to this in Chapter 12.

In order to help us to think and find answers, the first part of

this book is devoted to concepts:

- Scouting’s profile.

- Scouting as a brand.

- The Movement’s identity, which also broaches cultural

issues.

- History as a means to learn and become stronger.

- Image, a capital asset for development and growth.

We would encourage you to read through these chapters

before even considering the methodological process. In

researching documentation to write these chapters and

in examining the issues raised, we have found answers

without which we would never have been able to undertake

the work on reviewing the Movement’s image. These issues

will help you to answer the question: “How does our image

reflect our mission through our actions?”.

4 Adopted by the World Scout Conference in July 2002 in Thessaloniki. The Communication Strategy was adopted as Resolution No. 9/05 by the World Scout Conference in 2005 in Tunisia, and was presented in Conference Document No.13.

The recommendations of the Regional Communications Forums

For National Scout Organizations - Develop training and a group of youth spokespeople.

- Train the Communications team to a professional level.

- Develop a Communications strategy.

- Develop a national media plan.

- Harmonise the Communications strategy between national and world levels.

- Organise Communications forums at national level.

At regional level- Organise regular training opportunities for volunteers and professionals working in the fields related to Scouting’s Profile

(Communication, Partnerships, Resources).

- Support National Scout Organizations (training, training tools).

At world level- Carry out studies on Scouting’s image and on the values of the World Scouting brand.

- Collect good practices in the area of Communications.

- Provide the heads of Communication with training and promotional materials.

- Ensure that the World Scouting brand is protected and that the guidelines are respected.

Scout-Guide relationships- Maintain the dialogue between WOSM and WAGGGS concerning the use of branding by Scout and Guide Organizations.

11

3. Strategic coherence

What we are looking for is coherence between messages,

behaviour and social practices. All this is the responsibility

of the human groups that we create. Achieving coherence

requires explicit awareness. However, in order to achieve

this, we need to go through several stages of strategy.

Scouting needs to learn the methods that global industries

and brands use. This is what we started to do in 2005 in

terms of revitalising the brand.

The method of strategic development that we propose

is based on the inter-relationship between the three

areas of the Strategic Priority entitled “Scouting’s Profile”:

Communications, Partnerships, Resources. The second

part of this book is devoted to brand strategy. We

shall show you how to avoid disconnecting it from an

organisation’s global strategy, which would only shoot it

in the foot, denature it or dismiss it. We will thus offer a

holistic presentation, and highlight a global development

approach.

What we propose is a scrupulous methodological approach

involving ten distinct steps, which are to:

- Start from the results of the situation analysis;

- Have a vision of the organisation for the future;

- Identify priorities;

- Determine targets;

- Formulate communications objectives;

- Select strong themes;

- Create communications axes;

- Adapt messages;

- Take time;

- Select means.

Finally, in the third part, we propose how you can become

familiar with useful means to implement the strategy.

4. Traps to avoid

The first trap is impatience. Patience is one of the tips that

you will often find in the following pages. There is nothing

more important for a successful strategy than to take one’s

time.

The second trap is linked to the first and involves starting

with the means before any reflection on the end results

due to a lack of time. There is no point in developing and

implementing a Communications strategy if there is no

substance to it. At this stage, it is not a matter of establishing

means (for example, a Public Relations service) or tools (for

example, a good internet site), but rather what is essential

(literally): What do we want to say about our values (this is

what we need to share), and the social challenges that we

are ready to meet through direct action (in harmony with

our Mission).

The third trap is a lack of skills. Communications is not

an area for amateurs. Incompetent goodwill (which we

cannot refuse in a volunteer Movement) unfortunately

creates a number of problems as soon as a friend from

a different profession improvises as a graphic artist or

journalist. Improving skills and professional competence is

a prerequisite for avoiding the trap: “I can speak, therefore

I am a spokesperson.” No: “I can speak, but I need to learn

how to say what we need to communicate!”

Before discovering the methodological tools, we shall

therefore come back to the basics over the next few

pages. We will not glide over these elements, otherwise we

risk embarking on strategic work without having the very

essence of what we seek to show and promote.

As it is not a matter of slapping on an image like we might

apply a coat of varnish, we first need to concentrate on

the substance underneath the varnish – and that needs to

be solid. That substance is Scouting itself. As a result of

its specific characteristics, Scouting contains the elements

that differentiate it in terms of marketing that constitute

its investment capital: its values, its Vision, identity,

history, image and actions. We wish you all the best with

your strategy. Do not hesitate to share your feedback,

comments, anecdotes, doubts and successes!

Richard AMALVYDirector, Branding, Communications and Media

World Scout Bureau [email protected]


Part 1: concepts

chapter 1 Scouting’s Profile 14 A global strategic approach. Resources.

Communications. From Scouting’s profile to the concept

Partnerships of branding.

chapter 2 Scouting as a brand 16 Social positioning. Three major elements in establishing a brand.

chapter 3 Identity: a common heritage 18 Taking an interest in Scouting’s identity. Recognition linked to social usefulness.

Values & meaning. Possible courses of evolution.

Essential characteristics of Scouting. A common heritage: a shared responsibility.

The history of the Movement. The elements of differentiation.

Internal & external representations. Responding to the challenges

The identity/image duo. of Scouting’s history.

chapter 4 Making use of history to learn & grow stronger 26 Telling the story of Scouting. Making use of scientific research.

What is the use of archives? Making use of history to grow stronger.

Preserving the heritage. Learning from the Founder.

chapter 5 Scouting as a product, its image as an asset 30 Image, a matter of perception. Governance & the image of unity.

An economic stake associated with the brand. Governance & the constituent elements of image.

Solving the image equation. Governance, growth & development.

The hypotheses for solving the equation. Daring to make the necessary changes.

14

chapter 1

Scouting’s Profile n Three closely inter-related fields of activity play a crucial

role in Scouting’s success: communications, partnerships

with other organisations and financial resources. This is the

spirit of the Strategic Priority entitled “Scouting’s Profile”,

adopted by the World Scout Conference in Thessaloniki

in July 2002.

However, the inter-relationship between these three areas

can only exist within a framework of action undertaken

in a way that is global, transversal and coherent in order

to ensure they are implemented as part of the Strategy,

in accordance with priorities that do not only concern

Communications.

This inter-relationship requires a working method based

on cooperation and partnership within the organisation,

involving everyone directly concerned by these three

fields. Transversality requires the participation of all of the

departments and services, at all levels – including, of

course, all professionals and volunteers. Coherence will

result from pursuing the same goals.

1. A global strategic approach

What we are trying to establish here is a holistic approach.

This global approach implies real synergy between all of

the components of an organisation’s strategy. We will

come back to this later.

For the moment, let us examine the Communications

Strategy. Its objectives need to follow the following

recommendations:

To define a Communications strategic plan that:

151

ConceptsScouting’s Profile

2. Communications

Effective communications are vital to all aspects of

Scouting. From interpersonal communication to mass

communication, the means of communication must

enable Scouting to attract and retain new members,

motivate volunteer and professional leaders and enable it

to establish partnerships and obtain the financial resources

it needs.

In order to do so, Scouting has to be a good product

and be able to promote itself effectively. Creating a good

public image does not happen by chance: it requires a

professional approach and a strategic plan. We will see

how to go about this in the second part of the preparation

process of a strategy in the chapter entitled “Improving

Communications”. The main aspects are the institutional

image (corporate image) and the Image Policy.

Taking into account the Movement’s material resources,

communications must be planned and targeted to get

specific messages across to clearly identified groups

of people. Modern technology offers numerous new

opportunities to do so more effectively, more efficiently

and at a lower cost.

3. Partnerships

Scouting cannot exist in isolation: it is a part of society and

local communities. It needs to work in partnership with

others, from individuals to organisations at local, regional,

national and world levels. Partnerships create coordinated

action with others and provide benefits that would not be

possible if Scouting acted on its own.

4. Resources

Scouting’s partnerships can generate new resources in

the area of finances, for example. Partnerships may also

supply human and material resources, thus increasing

the means available and reducing the stress on an

organisation’s budget. The Movement must also take

into specific account the needs and possibilities in

terms of fundraising at all levels and establish training,

programmes and activities that are specifically adapted for

this purpose. Effective fundraising campaigns also require

good relationships and good communications.

5. From Scouting’s profile to the concept of branding

We started with the Strategic Priority of “Scouting’s Profile”.

As the following diagram illustrates, we have added the

concept of branding as an element that makes the whole

thing more coherent.

This exercise helped us to launch guidelines based on:

- A Brand Communications strategy

- A Brand Management strategy

- A Resource Mobilisation strategy

- A Partnerships and External Relations strategy.

At the same time, the functions of the Scout brand are

becoming clearer for members, future members and

partners, as well as for the Scout Movement.

16

chapter 2

Scouting as a brand

n In order to attract attention, make people dream and

want something, perhaps even generate an emotional

response a brand has to tell a story. And Scouting has a

fabulous one to tell. In order to gain customers and increase

its capital, a brand needs to make its reputation bear fruit

and increase its value. This is the challenge that Scouting

set itself in 2005 by working to revitalise its brand.

1. Social positioning

Thus, we tend to imagine that the Scout brand is powerful

(positive and protected) enough to establish itself firmly at

global and local levels with no need for self-justification vis-

à-vis the caricatures and prejudices mentioned earlier. If we

look at some other large international non-governmental

organisations, the Red Cross/Red Crescent and Médecins

Sans Frontières are renowned for their humanitarian work

with clearly established causes. A “Red Cross” or “Red

Crescent” on a car door symbolises protection and help.

Amnesty International is associated with “respect for

human rights”.

Can we dream that the fleur-de-lys will become such

a well-known identifier that it will convey both the values

that it represents and the desire to be a member? This

brings us back to the recognition of Scouting’s social

usefulness: What are Scouts useful for? The famous motto

“Be prepared” begs the question: “Fine, but what for?”

To become the great brand to which it aspires, the Scout

Movement needs to proclaim its usefulness and clarify its

social positioning wherever it exists. The World Scouting

Report, published in October 2006, was produced at

the request of the Secretary General to highlight the

Movement’s response to the important issues facing

young people today.

2. Three major elements in establishing a brand

The work on revitalising the Scout brand has been underway

since April 2005. A long-term strategic plan has been

developed for it, primarily involving the world and regional

levels. This can only succeed with the commitment of

national member Scout Organizations. This revitalisation is

based on the following three elements:

A recognised causeThis is already prefigured by the adoption of the Movement’s

key messages:

The vision:

The vision: “Creating a better world”

The Mission: “Educating young people to play an

active role in society”

More detailed work is now underway so as to define a

message that associates the famous motto “Be prepared”

with the Vision and the Mission. In marketing terms, Scouting

cannot avoid defining one or more causes that attract

members, positive public opinion, donors and sponsors.

Alongside “Creating a better world”, potential ideas

include: “Educating for life”, “Educating for leadership”,

“Educating for peace”, and “Educating for citizenship”.

Scouting’s educational programme (including its method)

is the product that enables the cause to be pursued.

Brand identity The brand logo launched in April 2005 aims to make

Scouting’s emblem, the word “Scouts” and the cause,

inseparable. The emblem itself is under-recognised,

whereas the word “Scouts” is well known throughout the

world. It is short and easy to pronounce. Many brands

dream of a name like that!

A homogeneous global presence Ensuring a homogeneous global presence involves using

key messages, an image concept and individual and

collective behaviour that do not contradict the stated cause

and mission. That is the hardest challenge to meet. It is the

one that requires the most persuasion internally and the

development of greater skills. This entire book aims to help

you take these aspects further.

17

Identification The Scout brand identifies the product (educational programme) from the perspective of its principal characteristics.

Reference Thanks to the brand, members, future members and partners recognise Scouting’s educational programme and can quickly differentiate it from its competitors.

Guarantee The brand symbolises a public commitment to quality and performance. It guarantees the defence of the cause.

Personalisation Adhering to the Scout brand enables members, future members and partners to identify themselves with the commonality of values that it represents.

Social positioning The brand offers the Movement the opportunity to position itself vis-à-vis its competitors and to make its differentiating elements and its project known.

Image The Movement’s fame and long-standing existence mean that Scouting’s brand image constitutes a true heritage that needs to be capitalised on and kept safe from harm.

2

ConceptsScouting as a brand

Each of us needs to convey the World Scouting brand and to protect it.

The functions of the Scout Brand

18

chapter 3

Identity: a common heritage

1. Taking an interest in Scouting’s identity

We could have started this publication by simply addressing

the issue of Scouting’s image. However, we felt that it was

important (as we pointed out in the introduction), not to

stop with the varnish. Unfortunately, this is easy to do in

order to give a shiny gleam to what is dull.

Why should we communicate what we do, if we do not

also communicate who we are?

2. Values & meaning

A (natural) person’s identity card describes permanent

characteristics (height, distinguishing features, date of

birth) and variable ones (address, marital status, etc.). The

same is true for a company or an organisation (corporate

body). The most stable elements are the name, trade

name, positioning, values, traditions, expertise and

qualities. Then there are other elements that are likely to

vary depending on the organisation’s history, such as its

activities or membership. All of these elements constitute

the real identity of the organisation 1.

However this simple, very descriptive, attempt at a

definition is not enough to bring to light the full concept of

an organisation’s identity, given its complexity.

Most social scientists generally refer to a double level of

functioning:

- a real identity, which is immediate and concrete;

- a symbolic identity, which is connected to the mental

and social representations of the various elements that

we have just mentioned.

For economists, in particular, products have a real

existence. However, they also have a symbolic existence,

as Jean Baudrillard demonstrated through what he called

“use values” and “exchange values” (real identity) and

“sign values” (symbolic identity) 2.

In a global consumer society in which the global image

makes and breaks commercial, cultural and political

success, Scouting faces a crucial challenge, namely

pursuing its original educational mission and ensuring that

this is done at all levels. In terms of market, its national and

international positioning depends on the recognition of its

social usefulness (use and exchange values) and on what

it represents (sign, i.e. symbolic values).

By linking the question of identity to that of image, then to

that of development and growth, we should immediately

ask ourselves whether this identity - to use an analogy

from the world of computers - is based on “storage

memory” or “live memory” 3. This question is essential

in order to know how, in the current cultural and social

context, and at the levels at which it exists (local, national

and international), Scouting may evolve or regress.

193

ConceptsIdentity: a common heritage

If we acknowledge that Scouting has constituted a

concrete and relevant educational innovation since its

creation, then the lack of innovation, relevance and

concreteness can cause its decline.

Still on the question of innovation – this is what allowed

the Movement to expand and spread and, as a quality, it

is part of its identity.

Looking at this from the perspective of image, if Scouting

no longer appears to be innovative, it rejects a quality from

its real identity that it needs in order to be perceived as

dynamic and positive.

In order to develop these ideas we will examine:

- the essential characteristics of Scouting;

- its history;

- the internal and external representations

that it generates;

- the identity/image duo;

- public recognition linked to its social usefulness;

- its evolution;

- responsibility towards the common heritage that it

constitutes;

- the differentiating elements that make it unique.

3. Essential characteristics of Scouting

Scouting’s identity is based on what it is, and this

is contained in its fundamental principles and value

system.4. Scouting has a unique and specific nature due

to the various elements that constitute its identity.

Here is a non-exhaustive list 5:

- its values;

- its definition;

- its aim and its Mission;

- its fundamental principles (duty to God, duty to others,

duty to self, the Promise and Law);

- its educational method (adherence to a Promise and

Law, learning by doing, life in small groups, progressive

and attractive programmes);

- its global and international character;

- its multi-denominational nature;

- its respect for cultural diversity.

4. The history of the Movement

The history of the organisation, perceived as a succession

of events connected to its life since its inception,

constitutes both the collective memory of the Movement

and a source of information that ensure the continued

existence of its collective identity.

Scouting’s identity is shaped by events and practices

that have constituted its history for a century at local,

national and world levels. However, in different social

and cultural contexts, we encounter different forms of

Scouting. Scouting’s unity is built on respect for the same

fundamental principles wherever it exists.

Following the fall of the Berlin Wall, the rebirth of Scouting

in Eastern Europe was made possible thanks to the fact

that its values and principles had been preserved by

former Scouts who had regained their freedom.

The Scout cultureDoes a Scout culture exist? According to the sociologist

Guy Rocher, culture is “an interwoven entirity of ways

of thinking, feeling and acting that are more or less

formalised and which, as they have been learnt and

shared by a number of people, serve in both an objective

and symbolic way to make these people a particular and

distinct community” 6.

20

Remembering the FounderWhen analysing our practices, we need to understand

what we have retained or forgotten of what Baden-Powell

wrote, said and did. Let’s take a concrete example:

When Scouting is caricaturised as a paramilitary movement,

it is easy to recall that Baden-Powell clearly wrote: “Military

training and discipline are exactly the opposite of what we

inculcate in the Scout Movement” 8. Nonetheless, some

Scout Associations reinforce this paramilitary caricature,

which the Founder had clearly stated was not Scouting.

Collective memoryCollective memory (i.e. what we collectively retain from the

past) plays an important role, especially at local level, where

it maintains traditions and, sometimes, particular rituals. It

is another component of a group’s identity, as it is the

fruit of individual contributions, competitive relationships

with external groups, and collective and individual identity

strategies. This collective memory enables the essence of

Scouting and its practice to be transmitted. It is part of the

initiation process. We will see how to use history in order

to “Learn and become stronger” (Chapter 4).

The cooperation of generations in transmitting the

collective memory and in identity formation plays a

crucial role in allowing Scouting to continue to develop its

capacity for social innovation. Collective memory must not

be a hindrance.

If we consider the 30 million Scouts spread around the

whole world, who look beyond the diversity that separates

them to see only what links them together, one may say

that this culture does exist. It concerns:

- all of the attitudes and behaviours resulting from one’s

commitment to Scouting;

- the totality of the traditions, rituals, symbols and folklore

that are specific to Scouting at local, national and

international levels;

- specific terms, such as “Jamboree” and “Moot”;

- all of the knowledge and techniques specific

to Scouting.

All of this could be summarised by the indefinable

(but very real) notion of “Scout spirit” - the greatest

common denominator of all members of the Movement

for generations.

This culture is alive. It must not be boxed up, as if in a

museum.

Scouting’s specificitiesIn many organisations, religious identity is interwoven with

the Scout culture and thus with its identity. According to

the French sociologist Danièle Hervieu-Léger, religious

identity has four dimensions: community, culture, ethics

and emotions 7.

Organizations that are members of

WOSM and of WAGGGS have a

dual affiliation. While the founding

inspiration is the same, each has its

own - clearly distinct - identity.

21

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5. Internal & external representations

Representations of Scouting involve the perceptions that

one may have of its values, but also of what it does. It

is very important to understand these representations,

whether they are internal or external ones.

Internally, they mainly concern the way in which members

identify with Scouting’s values, and the way in which

members act in the name of those values. Externally,

representations develop according to the perceived image

of the Movement, its values and reference system.

IdentificationTo identify oneself as a Scout is to recognise oneself

as such. The sociologist Karl Mannheim wrote that

“identification takes place through adhering to values,

ideologies or to literary or artistic trends, led by concrete

individuals and groups who symbolise the generation” 9.

To be a Scout is first of all to adhere to Scouting’s values,

proclaimed in the Promise by saying “I”. Doing so is a

conscious and voluntary act. One cannot play at being a

Scout like one might play at being “Rambo”. Otherwise

one risks becoming the author of one’s own caricature.

We do not simply “practise Scouting”: we belong to the

Scout Movement. We are Scouts. And we can feel proud

of that.

Next, if we follow Mannheim’s thinking, one could consider

that being a Scout is to be so during a particular era and

in a particular society. This is important in order to imagine

how to adapt Scouting’s proposal to cultural and social

realities.

Scouting is a very strong individual and collective source

of identification. It enables the young person to develop

self-affirmation and self-acceptance 10 as a person who is

autonomous, supportive, responsible and committed 11.

Whereas this process initially takes place within the family

context (informal education), it also takes place at school

(formal education) and in wider groups, such as clubs or

associations (non-formal education). By placing young

people in peer groups, Scouting plays an extremely

important role in the process of acquiring values and an

identity.

It is through studying these models that we can measure

the evolution of the Movement’s image and the degree to

which it is relevant to contemporary society.

For example, we know that the representation of the

two sexes may differ depending on whether the Scout

Movement is open to both genders or only to boys.

The status of women was transformed in the 20th century,

and this has led to an evident change in Scouting: it

is open to girls. The recent study on how gender is

approached 12 sheds light on the representations of

masculine and feminine roles in the Movement. What

image do we give of girls and boys?

Internal representations & social modelsCertain National Scout Organizations have already worked

on the social models that Scouting has proposed since

its inception. These models involve identities and, of

course, images: knights, backwoodsmen, adventurers,

humanitarian workers, etc.

One cannot play at being a Scout like one might play at being “Rambo”. Otherwise one risks becoming the author of one’s own caricature.

22

External representationsNegative external representations often originate from

preconceived ideas and stereotypes. In this publication,

we shall often repeat that we are the authors of our own

caricature.

Positive external representations show that they are

based on coherence between Scouting’s values (real

or perceived) and the personal values of an observer.

A religious fundamentalist would no doubt be happy to

meet a particularly traditional Scout group, because he/

she would think that he/she had found a group of young

people with similar ideals and religious practice.

An environmental activist would also be happy to meet a

group of Scouts passionately working on an environmental

protection project, as he/she would also think that these

young people shared the same ideals on environmental

issues.

These examples show that it is dangerous to disguise

Scouting practices simply to satisfy the demands of

potential external support, thus running the risk of accepting

support that is totally contrary to the Movement’s values.

We should also ask ourselves whether we are sufficiently

inclusive, as opposed to exclusive: “Do what we are, what

we do and what we represent offer others the possibility

of joining us?”

This enables us to respond to the strategic priority entitled

“Reaching Out: breaking down barriers and working with

all segments of society” 13, presented at the World Scout

Conference in Thessaloniki. The text states: “Scouting

must ensure that the education it offers to young people

is made available to all who are prepared to adhere to the

principles of the Movement, so that they may benefit from

the opportunity to become self-fulfilled individuals and play

a constructive role in society”.

The sociologist Claude Dubar believes that the socialisation

of youth “is less and less a matter of transmission and

more and more a matter of painful experimentation” 14.

As adolescence is prolonged, the Movement can be an

increasingly sought-after place in which to experiment.

6. The identity/image duo

We often confuse identity with image. We need to

keep to the idea that image is the visual expression

of identity. A corresponding image is therefore not just

figurative - it includes a subjective element: a high-quality

brand, dynamism, capacity to innovate. We should also

remember that being well known is not the same thing as

one’s image, but it contributes to it.

Whereas identity is permanent, the image can vary

(because it is interactive and because it is subject to

representations). This is why we believe that the Scout

Movement’s Communications Strategy must be built on

its identity in order to enable future members and partners

to identify with its real and symbolic elements: innovation,

peace, world brotherhood, etc. As we will see in the

next chapter, image is simply the result of a process that

places values and the perception of values in relationship

through the action undertaken by the Movement and by

its members.

7. Recognition linked to social usefulness

It is because Scouting is recognised as being able to

respond to social needs that other institutions select it

as a partner. This is the case when the Movement works

to fight against AIDS with UNAIDS, promotes peace with

UNESCO, or works on community development projects

with communities.

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3


It is because a young person will recognise that Scouting

is able to “symbolise his/her generation” (Mannheim) and

respond to his/her needs and aspirations that he/she will

decide to join the Movement.

At world level, the major evolution concerns globalisation,

which Jacques Moreillon, WOSM’s former Secretary

General, describes as follows 15: “What individual

members of any global movement like Scouting should

see is the fact that belonging to a world movement in

a globalised world creates a global responsibility for

each of us as well as for the movement. For we have,

through Scouting, the means not only to become aware

of problems that are much bigger than any of us, but

also to do something about these problems, either

through Scouting or otherwise”. Hence the importance

of representing the Scout Movement as a truly non-

governmental organisation. The Jamboree’s Global

Development Village for example, illustrates both the

Movement’s global responsibility and WOSM’s positioning

as an international non-governmental organisation.

This brings us back to the “Reaching Out” priority that we

mentioned earlier. Without reaching out as a response

to social transformation, Scouting cannot respond to the

challenges of social development, nor of its own growth.

8. Possible courses of evolution

Let us look at a photo of a recent Jamboree, with

thousands of young people and adults. It represents the

Scout family. Yet there are so many differences in terms of

origin, race, sex and beliefs. What diversity in unity!

If we compare it to a photo of the first Jamboree, the

image has changed:

- clothing has changed;

- there are girls;

- it is in colour.

This means that:

- fashion and customs have changed;

- social relationships have changed;

- technology has changed.

What about Scouting? It has quite simply evolved. It

has transformed itself while remaining faithful to its aim,

principles and method.

Collective identities are constantly evolving and are

influenced by changes in society. Because Scouting is a

social force, it must allow itself to be infused with cultural

and social changes. Scouting can also inspire change, as

it has done since it began.

It evidently launched the fashion of open-air activities; made

camping commonplace; and it has certainly contributed

to inventing new careers in the social, humanitarian and

recreation sectors.

Participants at the 1st World Scout Jamboree, Olympia, United Kingdom, 1920.

24

In Europe, Scouting is clearly at the forefront of the

debate on establishing national youth policies, developing

recognition for the sector of non-formal education and in

the emergence of the youth sector of civil society. At

the same time it has anticipated the debates on youth

participation; it is also involved in the issue of democratic

governance. Intergovernmental organisations such as the

Council of Europe, the European Union and UNESCO

work with the Scout Movement on these subjects, as

they recognise Scouting’s capacity to launch debates

and bring about change in the cultural, social and

political spheres. It is through networking and its capacity

to influence (through its partnerships) that Scouting

undertakes action that makes society progress.

In the area of peace education, Scouting has also gained

such recognition that, today, it can work in the region

which was once Yugoslavia, just as it worked in the Great

Lakes Region of Africa. The work remains educational

and is closely linked to the issue of development. “Leave

the world a little better than you found it” is the mission

that Baden-Powell proclaimed. And this is what qualifies

Scouting as a social force and, moreover, marks the

identity of the Movement.

9. A common heritage: a shared responsibility

Scouting’s identity is an asset that belongs jointly to the

Movement and to the totality of its members, both past

and present. We shall see if the same applies to its image.

It is because identity and image constitute a common

heritage and because Scouting is a global movement that

the responsibility to keep them intact must be shared by

everyone who claims to be a part of it.

The image equation that we saw in the introduction, and

which will be further developed in the following pages,

comes from the following formula: “How does our image

reflect our Mission through our actions?”

If our actions are not coherent with the meaning and

spirit of the Mission and, finally, with the spirit of the Scout

Promise and Law, it is normal that the resulting image will

be negative. This means that our attitudes and behaviour

are not coherent with the values and aims that we promote.

We can summarise this in the opposite diagram.

The collective identity of this group is, to an extent, a

mixture of each person’s identities. If one of the members

of the group – a black sheep – visibly does not respect

the meaning of his/her Scout commitment, through

actions that are in contradiction with the Mission, then this

image will affect the group’s image. He/she “tarnishes”

the group’s image. This would also happen at international

level if one were to replace each individual by NSOs. It

only needs one negative report in the international media

to affect the image of the whole.

A UNAIDS workshop at the Global Development Village at the World Scout Jamboree in Thailand (Jan. 2003): much-needed sensitisation to fight against a real scourge.

25

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Let us take a photo of all these movements. For some,

the image will unfortunately be the same, and a cynical

observer might place them all in the same “pot”. However,

what is essential is not what appears in the photo, as we

know: it is the values and the principles that inspire us

and which call for “the promotion of local, national and

international peace, understanding and cooperation…

[and] participation in the development of society with

recognition and respect for the dignity of one’s fellowman

and for the integrity of the natural world.” (From Article II,

Chapter 1, of the Constitution of the World Organization of

the Scout Movement).

11. Responding to the challenges of Scouting’s history

In “The Pedagogy of the Oppressed”, the Brazilian

sociologist Paolo Freire points out that culture “… is the

way in which a human group responds to the challenge of

its own history”. If it prefers a “live memory” to a “storage

memory”, the Scout Movement will remain itself and will

continue to find, between tradition and innovation, the

capacity to show its social usefulness and to meet the

challenge of development and growth. In order to do so,

it has to say and show what it is.

In order to do so, it must especially seek to make its

purpose better understood, as it is not self-evident at first

glance: for anyone who has not been a Scout, how could

one guess the Movement’s method and educational

objectives at work behind the image of a Scout at a camp?

1 “Le Web de la distanciation”, www.cetec-info.org. Jean-Luc Michel, 2002.2 “La Société de consommation”, Jean Baudrillard, Denoël, 1970.3 Op. cit. “Le Web de la distanciation”.4 See Articles 1 and 2 of WOSM’s Constitution.5 “The Essential Characteristics of Scouting”, World Scout Bureau, 1988. Downloadable from www.scout.org6 “Introduction à la sociologie générale”, t.1, l’Action sociale, Guy Rocher, Paris, Seuil, 1968 (our translation).7 “L’Identité”, Coll., Editions Sciences humaines, 1999 (our translation).8 Jamboree, 1925, quoted in “Footsteps of the Founder”, compiled by Mario Sica, Editrice àncora Milano, 1984.9 Karl Mannheim, “Le Problème des generations” (1928), Nathan, 1990 (our translation).10 “L’Identité”, Coll., Edition Sciences humaines, 1999, p. 24 (our translation).11 “The Education of Young People: A Statement at the dawn of the 21st century”, 1997. Downloadable from www.scout.org12 See the study “One of the Boys? Doing Gender in European Scouting”, World Scout Bureau, European Scout Office, Harriet Bjerrum Nielsen, Centre for Women’s Research, Oslo, University of Oslo, 2002.13 “A Strategy for Scouting”, 36th World Scout Conference, 2002. Downloadable from www.scout.org14 Op. cit. “L’Identité”, p. 137 (our translation).15 “Report of Jacques Moreillon, Secretary General, WOSM”, 36th World Scout Conference, July 2002.

This supposes that the Movement’s identity base is

consciously shared by the totality of its members, both

individuals and groups. We will come back to this point in

the following pages in order to explain the image equation.

10. The elements of differentiation

This publication is intended to help you plan and implement

work on identity and image so as to create the elements

that differentiate Scouting from its “competitors”. Moreover,

the issue of competition needs to be addressed: whether

or not we identify competitors will depend on the sectors

and segments in which we position ourselves.

We need to conduct an analysis in order to understand

what Scouting is – in a given context and environment.

To take some extreme examples, we know that it is not a

Pioneer movement of the former Soviet block; it is not an

execrable deformation of a youth movement such as the

Hitler Youth movement in Germany, or the Balilla in Italy. All

totalitarian regimes - whether left or right – simultaneously

banned and copied Scouting, but in a negative way.

26

chapter 4

Making use of history to learn & grow stronger

n History is not about gazing at the past. It is a vision of

the entirity that, when looking at the life of the organisation,

enables us to embrace Scouting’s identity, culture and

sociological positioning. There is the global history of

Scouting at world level and the history of Scouting in

each country. While celebrating history, it is the future of

Scouting that we were celebrating on the occasion of the

centenary in 2007.

1. Telling the story of Scouting

Further back, we wrote that in order to sell a brand,

one has to tell a story that makes people dream.

Scouting has a great history, which is full of stories that

make people dream because it is a youth movement

that is enthusiastic, global, open to all, and made to

promote peace and mutual understanding. By nature,

the Movement is altruistic. Everything started around a

campfire, in small groups of friends. This is the story that

we tell, first of all, to Scouts themselves.

The first experimental Scout camp, on Brownsea Island, in 1907. B-P had brought a few boys together to test his method.

It is a lack of knowledge of Scouting’s history, in particular

as to why Robert Baden-Powell created the Movement and

why it developed so quickly at the start of the 20th century,

that sometimes leads to a misuse of its method and of

its fundamental principles in general, and to the resulting

gross misconceptions concerning the Movement.

We also need to tell this story to others. Not necessarily to

attract them, or even to justify their misconceptions, nor to

show that it is not a problem. But simply to tell the story of

a world community of “useful, active and happy” citizens

who have a wild dream of leaving the “world a little better

than [they] found it”.

But to tell the story, we have to keep the memory of

Scouting’s history alive.

27

4 Making use of history to learn & grow stronger

Concepts

2. What is the use of archives?

Archives are not just old, dusty papers - they cover all of

the products of an organisation’s activity.

Some archives have an administrative function. We refer

to them when we need to trace how a problem evolved,

manage contracts, clarify a financial situation, or present a

grant submission. Archives can provide proof.

Archives also serve as a witness. If the Movement

undergoes a major change or restructuring, archives

will enable us to recall the thinking that led the change,

why certain choices were made and how the situation

evolved.

Archives can also be of strategic interest, for example,

when promoting the image of an organisation, what it

seeks to achieve, its values, sometimes its struggles or

demands.

Finally, archives ensure a place in history.

A poster of the Jamboree of Peace, Moisson, France, 1947.

Herman Hui, former Chairman of the World Scout Committee, listens to the Founder’s grandson, Lord Baden-Powell, at Scouting's Sunrise on 1st August 2007 in Chelmsford, UK.

A knowledge of history- strengthens a sense of belonging and pride;

- is part of the initiation into Scouting;

- provides the foundation of its identity;

- develops the Movement’s culture;

- adds a greater dimension to the Scout spirit.

28

3. Preserving the heritage

Archives constitute a part of the cultural and intellectual

heritage of an organisation. Preserving them is a way

of keeping this heritage alive. Even if this aspect of

Scouting’s heritage has no material form, it is an important

and permanent part of the organisation’s capital, and can

be of significant value in terms of image and financial

resources.

4. Making use of scientific research

Scouting interests the academic and scientific world.

Numerous research studies in the fields of social sciences

and humanities have been conducted on Scouting. Such

research is very important to enrich our knowledge of the

Movement’s history, and also to establish the influence

and repercussions it has had in the field of education and

on social and political training.

Some NSOs have shared their archives with professional

and student researchers. Such research studies can

shed new light on aspects that may overturn people’s

prejudices.

5. Making use of history to grow stronger

It is not a matter of using history to justify everything,

which would be tantamount to propaganda or a form of

totalitarian manipulation. However, it is because certain

historical facts are precise that we are able to justify some

of the action that we undertake today.

The study of Scouting’s history, and the preservation of its

heritage and research studies are not a luxury. Consulting

the past is not like looking in a rear-view mirror: it is simply

to remember where we came from, and to draw on the

aspects of the Movement’s origins that continue to pro-

vide its driving force.

6. Learning from the Founder

Which B-P do people talk about when they think of him?

The British general who returned as a hero from the

colonial wars? The fun-loving old man who was fascinated

by the world’s cultures? The turbulent adolescent who

skipped classes at school in search of his future? The very

way in which we think about the Founder, and the image

we have of him, influences our different perceptions

concerning the aims of the Movement.

Baden-Powell was first and foremost a writer. He shared

his knowledge and experiences in a pragmatic way

through manuals aimed at young people and leaders. The

books read like novels. He loved theatre and was able to

mobilise crowds through uplifting, emotional speeches

and witty remarks. In front of photographers, he was able

to capture the attention of the cameras and understood

the impact of images. As an artist, he knew that a sketch

or a cartoon was better than a long explanation.

Archives reflect the organisationIf you have archives, examine how they are filed and make

a catalogue of the themes. Archive themes often reveal

the organisation’s interests and the degree to which it is

open to the outside world (do you have a documentation

centre?).

What kind of documents do you keep?Paper documents, films, photos, digitalised artwork?

Lazlo Nagy presents his latest book, written in French: "Scoutisme mondial un centenaire qui se porte bien".

Editions Infolio, Collection Illico, October 2007. Lazlo Nagy was Secretary General of WOSM from 1969 to 1988.

29

4Making use of history to learn & grow stronger

Concepts

Founder’s Day: 22nd FebruaryWe celebrate Baden-Powell’s birthday on 22nd February.

This occasion could be used throughout the Scouting

world to affirm the Movement’s identity, values and action.

Innovative action would be better than commemorative

action. Organising a religious ceremony in remembrance

of B-P is no doubt a display of respect towards the

Founder, but to organise a peace activity as well on that

day could be a display of respect for his educational

goals. You would thus be able to show “what Scouting

is”, and not just explain who B-P was to Cub Scouts

attending the religious ceremony.

B-P was born in London on 22nd February 1857 and died on 8th January 1941, in Kenya.

“Scouting for Boys” is Baden-Powell’s best-selling book (translated into French as “Eclaireurs”). This book was first published in serial form and sold in newspaper kiosks. The dissemination of this piece of work largely contributed to the Scout Movement’s expansion. Reading it helps to develop a good understanding of Scouting’s culture.

Footsteps of the Founder, Baden-Powell. Compiled and edited by Mario Sica, Edizioni scout fiodaliso, 2006. Ref. Scoutstore 94112

B-P on international peace. Compiled and edited by Mario Sica, Edizioni scout fiodaliso, July 2006. Ref. Scoutstore 94115

The unconventional Baden-Powell not only had the

talent to invent Scouting: he had an incredible talent for

communicating.

30

chapter 5

Scouting as a product,its image as an asset

1. Image, a matter of perceptions

What do dictionaries say about the word “Scout” or “Boy

Scout”? Here is an example from the Larousse dictionary:

“a naive and idealistic person”. As if the second adjective

was not similar to the first, or were even a defect.

Sometimes, we also encounter expressions such as:

“He’s a bit of a Boy Scout”. Even in English, we can hear

the “baddies” in American films exclaim: “What do you

think I am? A Boy Scout?” To take the caricature even

further, there is a saying: “Scouts are children disguised as

idiots, led by idiots disguised as children”. And what about

the definition in Encyclopedia Sovietica that described

Scouting as a “bourgeois, militaristic, reactionary and

antisocial” movement?

Do you not agree with these definitions? It is up to you

to change such perceptions and the representations

that generate them. When the reflection of what we are

does not appear clearly to others, we need to remember

that identity is what we are, and image is simply the

representation of this. It is therefore on this representation

that we need to work.

2. An economic stake associated with the brand

At a global level, in a world in which information and the

management of the means of communication are essential

from an economic, cultural and social perspective, the

image associated with the “Scout” brand becomes an

economic resource.

This global stake exists concomitantly at international,

national and local levels. The interdependence of what the

Movement does (from local to international levels) and the

non-hierarchical relationship style between WOSM and

the NSOs confirm that it is difficult to manage the image

as a block. Managing the image at a global level requires

appealing to everyone’s sense of responsibility through

the collective realisation that this asset is common to all

and that diversity - while enriching - must not constitute a

contradiction.

We therefore need to consider this stake in light of the fact

that identity precedes image. As the real identity of Scouting

as a whole is in theory based on the same characteristics

everywhere, the positioning of the Movement’s marketing

31

5

ConceptsScouting as a product, its image as an asset

at local level should reflect this, while taking into account

culturally specific characteristics.

This stake is all the more strategic due to the rapid

globalisation of the exchange of information. The exchange

of images is accelerated by information technology that

brings the sender (in this case the Scout Movement)

closer to the addressee (young people, partners, donors).

From a PC, a young person or a UN executive surfing

the web will be able to compare the quality of Scouting

around the world and decide whether or not it is the same

movement, with the same values and practices.

In a global world in which the speed of exchanges

accentuates the means of differentiation, the image

depends on:

The conscious and collective responsibility of the

Movement’s members from local to international level.

The capacity to put a stop to the inertia resulting from

“storage” memory (obsolete traditions) to make way

for evolution driven by “live” memory (the capacity to

innovate).

The capacity to make use of the Movement’s identity by

showing its social utility through positioning the marketing

in a precise way that corresponds to a clearly proclaimed

cause.

Scouting as a product

32

3. Solving the image equation

We propose a little maths in order to identify the components

of the image. This demonstration, which can be verified

mathematically, is simply a learning aid.

The equation shows the variables on which we need to

work in order to make the image evolve in a positive way.

We shall examine:

- The elements of the equation.

- The different hypotheses available depending on whether

the image is positive or negative.

- The responsibilities of the different agents of the image.

This equation has four qualitative (not quantitative)

elements: the values, the perceptions of values, Scouting

practice and image.

4. The hypotheses for solving the equation

There are two hypotheses that enable us to solve this

equation:

Hypothesis 1: the image is positiveAs the “Values” element represents a positive constant, if

the image is positive, then the block represented by the

“Perception of values” and “Scouting practice” elements

is also positive.

Hypothesis 2: the image is negativeIf the image is negative, and in view of the fact that the

“Values” element is positive, the “Perception of values”

and “Scouting practice” elements are therefore negative.

The logic of the equation shows that the best way of

changing the image is by working on the two variables of

“perception of values” and “Scouting practice”. Our main

responsibility is therefore connected to:

Behaviour that conforms to the proclaimed values in

such a way that the internal and external perceptions do

not allow any incoherence in the link between message/

image/behaviour.

Innovative Scout practice is based on an organisation’s

product (the Youth Programme), the best sales people

(adult leaders at all levels), and on the governance of an

organisation that aligns its strategy with its vision.

Work on the perception of values internally and externally

is the main task of those in charge of the image

policy. Work on Scout practice is the responsibility of the

departments in charge of programme, adult resources

and the management of the organisation. Cooperation

is needed between all these sectors using a holistic

approach in order to solve the image problem. This is

necessary so as to avoid covering up the situation with

nothing more than fancy graphic artwork.

The equation demonstrates that there is no point

substituting a negative image with a new one that bears

no relationship to reality. Doing so would change the value

system. An example: if the analysis of the image reveals

that the way in which Duty to God is put into practice is

perceived negatively, the solution is not to abandon this

aspect in the Youth Programme, as the risk is that it would

disappear from the system of values. Rather, the solution

would be to make the perception of this aspect more

positive and acceptable.

One can see why analysing the image can bring into

question the institution itself and what it seeks to achieve.

This fear causes a number of blockages in NSOs

that dread being shaken up by reality. This is why any

image strategy needs to be an integral part of an

organisation’s global strategy. We will come back to the

best way of creating a Communications strategy while

minimising risks. And we wish lots of courage to those

who undertake it!

33

5


The image equation

34

5. Governance & the image of unity

In order to achieve the desire for unity, one needs to

observe what contributes to producing the opposite

effect, as much in terms of practices as in the perceptions

that these practices provoke in the minds of Scout and

non-Scout audiences, essentially at a national level. This

issue concerns the practices that break the unity of the

Movement or which provide the image of a schism in the

Movement’s institutional life. Such a schism is all the more

visible if it is highlighted outside the Movement by public

events. What are these practices?

6. Governance & the constituent elements of image

The involuntary mistake that is usually made is to consider

that the image is simply a matter of appearance. One thus

forgets to link real action with the desired message and

thus to the image obtained. This mistake arises from a lack

of analysis, which does not enable the vitality of the image’s

constituent elements to be verified. The world of Scouting,

which involves a particular imagery, is nonetheless based

on grass-roots action and on behaviour that people

expect to be in conformity with the Movement’s professed

values.

The image equation breaks down the issue of practices in

Scouting into the following areas:

- Governance (internal democracy, youth participation,

intergenerational dialogue)

- Educational Methods (youth programme and activities,

correlation between what is proposed to young people

and what they are asking for)

- Adult Resources (adult leader recruitment and training)

- The capacity of the Scout Movement to keep questioning

itself so as to maintain its capacity for innovation

- The symbolic framework (an extra dimension that is

sometimes felt to be overblown to the extent that it may

not be understood).

To this, one can add an almost esoteric individual and

collective identification to signify belonging. Let us take the

example of a Cub Scout who is a member of a Scout and

Guide national association. His/her shirt may display all of

the following badges:

- Local unit

- Faith

- Province/county

- National emblem

- World Scout emblem

- World Guide emblem

This is a good example of Scout co-branding in the Scout

Movement, i.e., the creation of a confused image through

superposing distinct, complementary (and sometimes

contradictory) identities. The abuse of our badges - which

are signs of recognition – can generate the opposite effect

of what is being sought.

Bad practices which affect the image- Discord within a national federation.

- Supremacy (voluntary or not) of one association over

another within a federation.

- Collusion between an association that is a member of

a national federation and a political party or the existing

power in the country.

- When a political party, religious movement, etc., uses

the Movement (association and/or federation) as an

instrument to achieve its own ends.

- Highlighting Scouting as a movement of veteran Scouts,

thus supplanting the image of a youth movement.

- A lack of internal democracy that prevents young

people from expressing themselves or from holding

decision-making positions.

- An institutional blockage that leads to an ageing

leadership and a disconnection with the Movement’s

target audience, i.e., young people.

- Institutional blockages and a lack of reflection on

sociological matters (and thus on marketing), leading to

dissidence.

- A misunderstanding or misuse of the notion of power.

The refusal to implement policies supporting new

practices (for example: Child Protection,…)

35

The construction of the imageThe Association des Scouts et Guides Pluralistes de

Belgique has listed 16 component elements of its

image:

- the image that is communicated to the media;

- the image that the media (beyond us) convey

concerning us (e.g. when accidents occur, etc.);

- the language and tone used in our communications;

- the image conveyed by “fake” Scouts;

- the attitudes of our members: in the street, towards

public authorities, etc.;

- the Scout uniform, badges;

- local Scout premises;

- young people doing activities, during summer camps,

in the train, etc.;

- the Scout magazine;

- federal and unit publications;

- acronyms, logos, writing paper, letterheads, etc.;

- calendar;

- what happens in the field (e.g. year-round activities

or not, etc.);

- contact with parents;

- Internet sites and procedures;

- real estate associated with the Association.

7. Governance, growth & development

The third constant factor that we have observed during

debates with NSOs concerns the established connection

between image, growth and development. Everyone has

agreed with this fact for years, yet it seems strange that

the issue of an image policy and a marketing strategy has

not been given greater importance in terms of governance

in the majority of NSOs through establishing volunteer or

professional positions that would enable this problem to

be solved and through the permanent integration of a

Communications and/or Brand strategy within national

strategies.

The disruption in the sequence { Behaviour + actions >

Message > Image } has a direct influence on the elements

that are vital for Scouting today:

- A negative impact on the youth audience that does not

understand what the use of Scouting is.

- A brand health situation which is weak, which means that

it is not recognised from one country to another by those

who would like to join it or be associated with it.

- A negative impact in terms of global marketing through

the refusal of partners to associate themselves with the

Movement.

- Inadequate questioning by the media that can publicly

divulge the paradoxes that the Scout Movement

experiences.

8. Daring to make the necessary changes

As we have already said, in terms of marketing, the cause

that Scouts defend needs to be clear in order to facilitate

adherence. The cause needs a good product (the

programme) and good sales people (adult volunteers and

young people).

To promote their cause, BP’s heirs need to tackle both

revision and reform work. Revision involves updating

Scouting’s programmes, based on its fundamental

principles and taking into account changes in society

related to those values and the social impact sought.

Reform involves changes and improvements in structures

and governance so as to respond to current challenges.

The table on the following page examines three important

elements in terms of marketing (positioning), perceptions

(credibility and understanding) and image (visibility) from

the perspective of revision and reform.

5


36

Revision & reform to build a better image

The image equation has enabled us to analyse the

various elements that shape the image and the above

table demonstrates what we can envisage in terms of

revision and reform. The second part of this book deals

with “branding strategy”. First, we will be looking at how we

can bring an organisation’s leadership – and in broader

terms, the Movement – to become aware of problems.

This is because, after a brief analysis and overview of the

equation issue, if we realise that there is a discrepancy

between the fundamental principles and practices, and

incoherence between image and values, then the choice

of reform becomes radical. Making the decision to reform

is a prerequisite to any aspiration of development and

growth. In Chapter 7, we will look at how to develop a

strategy for reform. But, in conclusion to this first part on

concepts, we should point out that the time needed for

reform can be long because it touches upon sensitive and

fundamental issues that can be cultural taboos, as we saw

in the chapter on identity. Do not lose patience. We know

what we are talking about as it took nearly seven years to

test and follow up on the project that we are presenting to

you now and to see the first tangible results.

37

Exploring...

To learn more•Read WOSM’s Constitution, which is a fundamental text of the

Movement (available on scout.org).

•BecomefamiliarwiththetextofWorldScouting’sMission

(available on scout.org).

•Examine the definition of the words “Scout” and “Scouting”

in dictionaries. Are you satisfied with the definitions? If not, send

documentation to the editors.

•Establish a list of scientific research that could be of strategic

importance to you: history, educational science, political science,

youth legislation, etc. Imagine how you could undertake research

through students and universities.

Questions•WhatistheuseofScouting?Organiseadebateoraroundtableon

the subject. It will help you to find ideas on how to ensure the social

positioning of the Movement in your country.

•If you visit Westminster Abbey in London, you will find a plaque

commemorating Robert Baden-Powell. Do you know whether any

streets, squares or buildings bear the Founder’s name in your

city?

Books•Baden-Powell,founderoftheScoutMovement.TimJeal,

Yale University Press, August 2001.

On the web•Baden-Powell’sworks:scout.org/baden-powell

•WorldScouting'sbrandanditstrademarks:scout.org/brand

•TheWorldScoutShopbookstore:

- worldscoutshop.org

- scout-store.com

Keywords See the keywords concerning this chapter in the index on page 140.

They will help you with Internet research.

5


Part 2: The Brand Strategy

chapter 6 Why a strategy? 40 Giving meaning to your communication. Making use of theory & methodology.

What do we want to achieve?. Adding a political dimension.

Part of a global strategy.

chapter 7 Conceiving a strategic plan 44 Who is behind the strategic plan ? Examining strengths & weaknesses.

Supporting change. Powerful themes.

The form & content of a strategic plan. World Scouting's key messages.

Understanding what we are doing. Communications axes.

Using the situation analysis as a starting point. Adapting messages.

The Vision of the Organization. A chain reaction.

Identifying priorities. Taking one’s time.

Determining targets. Choosing the means of communication.

Formulating communications objectives.

chapter 8 The elements of corporate communications 76 Communication & communications in Scouting. Means & tools of communications.

Corporate communications. The Internet: the medium that recreated

Emblems & symbols. the communications system.

The Scout uniform & flags. Events & ceremonies.

Image Policy & corporate image. Crisis communication.

chapter 9 Working with the media 90 Getting to know the media. Public relations for an event.

Understanding the media. Photos & video.

Talking to the media. Make the most of relations via Internet.

Catching the media’s attention.

chapter 10 Internal communications 100 Communication that supports management. Scout magazines.

chapter 11 The Partnerships Strategy 102 Scouting’s partners. Lobbying & Institutional Relationships.

The Scout Movement & civil society. Representing the Movement externally.

Sharing Scouting’s values with others.

chapter 12 The Resource Mobilisation Strategy 110 Prerequisites for success. Merchandising & Scout shops.

Promoting the cause of the Scout Movement. Fundraising: using partnerships.

Strategic options. Creating & leading projects.

Branding & Brand management. Donation campaigns.

Marketing & corporate image. Taking an interest in one’s heritage.

40

chapter 6

n Seneca said that there is no favourable wind for a ship

that does not know which port it is seeking to reach.

Consequently, for any constituted body, the decision to

address its audiences and undertake any communication

action presupposes having a goal and having previously

established a strategy in order to reach the intended

“destination”.

1. Giving meaning to your communication

A Communications Strategy enables you to make your

presentation to different target audiences concerning a

particular proposed event, action or service coherent,

relevant and effective.

The Communications Strategy should enable you to

reach your goals, organise what you want to convey,

rationalise your messages, promote and give value to the

image, actions, services or products proposed. It gives

meaning, and all the more so as communication will be

based on values.

Internally, Communications will constitute a tool that

supports the cohesion of the organisation and, for example,

will support the Adult Resources Policy. Externally, it will be

considered as a tool to support development.

Why a strategy?

A methodological approachAn NSO cannot have an External Relations Policy without

a plan that describes it and enables it to be implemented.

This chapter will help you to use this methodological

approach.

We propose that you consider the following proposals

one by one and then use the ten steps of Scout.Boom.Comm (described in the second part of this manual) to

help you to consider the content of your future strategic

plan in more depth.

The need to communicate and improve the image can be felt

more and more. Recent work on development shows that one

of the causes of the decline in membership of organisations is

the lack of an image (or the lack of a clear image).

Four main elements explain why NSOs are often behind

with External Relations and Communications.1:

- the lack of a theoretical framework;

- making the mistake of starting by establishing the means

before the goals;

- considering communications to be a secondary activity

that only serves management;

- a difficulty in long-term thinking, which reduces planning

to the short-term.

416

The Brand StrategyWhy a strategy?

2. What do we want to achieve?

This diagram, which we will meet again in the chapter

entitled “Preparing & conceiving a strategic plan”, offers

a vertical view concerning the hierarchy of the various

elements of the Communications Strategy:

- it places analysis as a sine qua non element in the

development of the plan;

- it situates values and goals as what we ultimately want

to share with identified targets (we already mentioned

in the chapter on image that values are part of the

organisation’s capital);

- it brings the organisation’s strategic objectives to the

fore;

- it requires setting clear communications objectives;

- it shows that one cannot devise a plan based solely on

means;

- it requires describing the means and tools of

communications;

- it requires identifying targets (the audience) and

positioning the various elements so as to share the

values and goals of the organisation with a particular

audience.

One element is missing here, namely messages. These

will be presented in Chapter 7. As we will see, they

depend on the communications axes and the targets.

These messages will result from the general objectives of

the Communications strategic plan (page 62).

TerminologyHere is the way in which we will be using the following

terms:

Communications StrategyAll of the coordinated action resulting from a strategic

vision, based on clearly identified communications

priorities and objectives.

Communications strategic planA detailed project that enables a Communications Strategy

to be implemented during a specified period of time.

Communications PolicyA way of taking action in terms of communications.

Image PolicyA way of taking action in terms of image.

The Brand promise

42

3. Part of a global strategy

There can be no External Relations and Communications

Policy, nor an Image Policy worthy of the name, without a

strategic plan that is integrated into the global strategic

plan of the organisation.

An integrated planFirst of all, this presupposes that the NSO already has its

own global strategic plan, including, for example:

- a part on the Youth Programme (content and activities);

- a part on Adult Resources (recruitment, support,

training);

- a part on Communications;

- a part on Partnerships;

- a part on Financial Resources, etc.;

- a budget for the period of the plan;

- an implementation timeline for the selected period.

A strategic choiceEstablishing an External Relations and Communications

plan (which we shall simply refer to as a Communications

plan) must be a strategic choice aimed at, for example:

- promoting a new Image Policy;

- strengthening partnerships;

- supporting a Fundraising Policy.

Parallel consequencesHowever, it can also:

- reveal the absence of vision concerning the other strate-

gic areas of the organisation;

- bring into question the organisation as a whole, if it does

not correspond to the expectations and needs of its

members and, more broadly, the needs of young

people and society in general.

4. Making use of theory & methodology

The contribution of theoryWhatever the strategic plan, it cannot be haphazard

– it requires an analysis and expert contributions to

nourish reflection and the methodological approach. The

theoretical approach enables us to return to basics, in

other words – as we said in the introduction – to values, to

the basis of the Organization’s identity and to its practices.

As we know, the image is simply the outcome of the

equation, somewhere between perceptions and Scouting

practices. These elements are part of Communications,

but also of the Youth Programme, Adult Resources, etc.

We need to plan, evaluate and stimulate transformation

by working with perceptions and practices. During the

period between the analysis and defining the plan, the

Organization needs to have established its conception of

External Relations and Communications.

A methodological approachThe diagram on the next page shows the possible process

of developing a global strategy for an NSO. This diagram

illustrates how, during the strategic planning process, to

take into account:

- the level of understanding of the values and the

Mission;

- the necessary vision for any development drive;

- the identification and analysis of the situation;

- the definition of strategic priorities;

- the definition of strategic objectives;

- the preparation of an action plan.

Concerning the preparation of a Communications strategic

plan, we will be using the simplified diagram on the

preceding page (which we will examine in greater detail in

the next chapter).

The World Scout Committee is the main political body that guides the Movement between World Scout Conferences.

43

16

The Brand StrategyWhy a strategy?

This diagram shows a passive conception of

Communications that exclusively supports management.

We prefer a more active conception as expressed in the

second diagram:

The Communications plan is therefore integrated into the

framework provided by the general strategic plan, while

enriching and expanding it.

It is therefore necessary to integrate the analysis, then the

preparation and implementation process of the strategy,

into the global strategic process. This enables us to move

from a passive conceptual approach to an active one.

5. Adding a political dimension

What’s a plan? According to the dictionary, it is a “detailed

project, comprising a series of steps and means, aimed

at reaching a goal” 2.

This definition of a plan illustrates that it has an overt

political dimension as it concerns “reaching a goal”,

which in itself has a political dimension. Creating a plan

therefore involves a political choice and direction.

Thus, the Communications plan needs to be integrated

into the organisation’s general strategic plan in order to

launch a growth and development drive.

An active conceptionIt is also because the directions of work in a Communications

plan are eminently political that organisations should not

consider External Relations and Communications as an

add-on, nor as a secondary issue that can be developed

later, but as part of the global strategic plan, which helps

to structure what we want to say and show internally and

externally.

This Communications Strategy cannot be developed and

implemented separately from (or outside of) the global

strategy, otherwise we risk blocking its development,

moving away from it or changing its nature.

1 Thierry Libaert, Le plan de communication, Dunod, 2001.2 Dictionary: “Le nouveau petit Robert”..

To learn more about strategyThe following chapter invites you to discover the steps

in preparing and conceiving a strategic Communications

plan:

1. Using the results of the situation analysis as a starting

point

2. A vision of the organisation’s future

3. Identifying priorities

4. Determining targets

5. Formulating communications objectives

6. Choosing powerful themes

7. Creating communications axes

8. Adapting messages

9. Taking your time

10. Choosing the means of communications

01The steps will be indicated like this

44

chapter 7

n Now we shall broach the most creative part of the plan: that of preparing

and conceiving objectives and communications axes, determining targets and

adapting messages.

As it is the most creative aspect, work in this area is certainly the most motivating.

However, yet again, it requires the prior work on analysis that we examined in the

previous chapter.

Let us have another look at the now familiar diagram.

We are going to pull it apart and then rebuild it. Starting from the principle that we

need to know whom we are addressing in order to know what to say, we shall

first of all consider the targets (the audience) before moving to objectives, then to

communications axes, and finally to the messages.

Conceiving a strategic plan

45

1. Who is behind the strategic plan ?

The Communications plan can be envisaged in different ways depending on who

had the initial idea. Knowing from the start whether there is support for the plan and

whether it responds to a formal request from the highest level of the organisation

will help to prepare it and will especially help it to be accepted. Conversely, if it

only originated from the head of Communications in a context in which there is

no transversal approach to the fields of activity, it would be better not to initiate an

excessively ambitious process, as it could quickly be rejected.

This second solution would be all the more hazardous if the head of Communications

were a volunteer, without enough time to convince others and to prepare the

strategy discussion paper that launches the process.

Transcending internal power strugglesLife in an organisation is such that competition between services and departments

can kill all hopes of launching the preparation process of a Communications plan,

as the person in charge will soon appear to be too ambitious and close to power.

Image is politics! By being caught in a competition between individuals, the real

issue concerning image will be lost - and this can only accelerate the organisation’s

decline. One can also understand why any drive in the area of image can cause a

blocked, conservative structure to teeter on the brink.

First of all, a strategy of alliesThe best situation is when we can obtain the green light from the organisation’s

leadership (even better from the sovereign body, e.g. the general assembly).

The first task to accomplish is therefore to build a strategy of allies within the

organisation in order to get the idea of the plan accepted.

2. Supporting change

Three structures or levels can launch the project:

- the organisation’s leadership, in order to integrate it into the global strategy or to

respond to a crisis or an emergency;

- the Communications department;

- the general assembly or a representative body of its members.

The organisation’s leadershipThe advantage of a project launched solely by management is that Communications

will be permanently integrated into the organisation’s global strategy. However, there

is an evident risk that Communications will simply serve management. Worse, the

means of communication could be “confiscated” to serve management.

7

The Brand StrategyConceiving a strategic plan

46

The Communications departmentAn initiative launched exclusively by the Communications department will, in theory,

guarantee a professional approach, but it could be regarded with suspicion by the

other departments, as we already mentioned.

The general assemblyFinally, one could imagine that the general assembly, or a representative body of its

members, could call for the establishment of a strategic plan concerning External

Relations, Communications and Image. In a way, this is what the World Scout

Conference did in July 2002 when it adopted “Scouting’s Profile”, proposed by the

World Scout Committee and the World Scout Bureau.

The general assembly’s vote in favour confirmed the obligation to implement it,

and requested the means to do so.

A mixed solutionThe best solution consists of finding a synergy between:

- the organisation’s leadership in order to integrate the Communications plan into

the organisation’s strategic plan;

- the Communications department, which will provide professional, methodological

and technical expertise;

- the sovereign decision-making body, which will ensure acceptance, greater

awareness and ownership of the plan (intentions, content, programme) at all

levels of the organisation.

Opting for a participatory processA participatory process that creates internal mobilisation can enrich the ten steps

that we suggest. This participatory process, which implies a truly democratic

structure, can include, for example, research groups, age-grouped panels, etc.

It needs to try to ensure that the members of the organisation are appropriately

represented.

This means, for example, avoid-

ing an over-representation of

adults and leaders. Do not forget

that every Scout is a vector of

communication. This type of

collective and cooperative exercise

can generate an exceptional

form of creativity. It can also be

a training opportunity to learn

more about issues surrounding

Image, External Relations and

Communications.

Dialogue and active listening are at the heart of life in Scouting. All activities start by listening to the needs and wishes of the group. Asia-Pacific Regional Communications Forum, Macau, November 2006.

477


Internal mobilisationAccepting a plan implies accepting the principle of the plan, but also its content,

i.e. what it will change. For example, if one of the effects will be to change the logo

and the uniform, it is important to ensure that there is no major reticence towards

changing them.

The general internal debate that can be organised at all levels of the organisation will

help to develop greater awareness and mobilisation. Without greater awareness,

change is not possible, as the members will either be rebellious or “yes-men”. In

the first case, they will not accept the idea of a plan, and in the second, they will

apply it indiscriminately.

Individual and collective awareness of the need to change will create mobilisation.

Freedom of speech will be essential. The participatory process needs to be

experienced as a true promotional campaign within the organisation, so that

each member will become aware of the main elements of the plan and of what

will change. It will help the members to buy into the plan and stimulate their

contribution.

We can therefore conclude that an External Relations Strategy cannot be politically

or operationally divorced from the democratic life of an organisation.

3. The form & content of a strategic plan

The five W’sThere is no single model for preparing a Communications plan. On the other hand,

a single approach is predominant, based on Harold Lasswell’s five W’s 1: “Who

says what, in what channel, to whom, with what effects?”.

This approach enables the different planning steps to be prepared, as defined by

John Middleton 2:

- analysing the problems;

- evaluating all possible solutions;

- choosing the best solution;

- setting objectives;

- planning how to apply them;

- evaluating.

The World Scout Conference guides the large strategic choices of World Scouting. These decisions are then implemented at Regional and National levels.

1 Harold Lasswell, “The Language of Politics” (1949).

2 John Middleton, “Approche de la planification de la communication”, UNESCO Publishing, 1987 (out of print).

48

This table is a basic outline of a Communications strategic plan. The “five Ws”

not only provide the basic content of communications tools, but also offer the

foundation for defining communications objectives and subsequent action: “What

do we want to achieve? What will the result be?” And this is strategy!

Most Communications plans are developed using the following methodological

tools. They are simple and help to prevent those in charge from making their

research too complicated. By starting with identifying strengths and weaknesses,

the following table offers the analytical foundation for preparing a Communications

plan, onto which other aspects get added, such as budget, targets, means, field

testing.

Strengths Communications Targets Means Evaluation & weaknesses objectives indicators Internal External

Who? - Who should express him/herself in the organisation?

Says what? - What is the content of the message?

To whom? - Whom does this communication target?

How? - Through which channel should it be communicated?

With what effects? - What are the consequences of this communication?

Where? - What is the geographical area covered by this

communication?

When? - When should it be communicated?

Why? - What is the objective of this communication?

For what results? - What is the relationship with the values of the

organisation?

Let us go back to the five Ws. This

formula, which Harold Lasswell

invented for American election

campaigns, can have many uses:

press releases, press packs, etc. We

will come back to this in Chapter 9

(page 95).

We need to add three other questions

to this formula:

- Where?

- When?

- Why? Welcoming the Egyptian Minister for Youth and Sports, Arab Regional Communications Forum, Cairo,

December 2006.

49

7


A division approachThis approach consists of preparing the plan by summarising the contribution

of the organisation’s various divisions, e.g. the various territorial levels (local,

regional, etc.) and age sections. This stimulates internal mobilisation at all levels

and generates a participatory approach. The analysis exercise stimulates the

development of collective awareness of the issues and alternatives facing the

organisation.

By territorial level

The next step is to consolidate the results of this exercise in a matrix in terms of

geographical areas and age sections. This will help to clarify directions of work for

the future plan.

It is slow and hard work to involve all the territorial levels. However, it can be very

beneficial if there are enough material and human resources to carry it out.

An objectives approach will appear more functional. Nonetheless, combining both

the division and objectives approaches will make your plan stronger.

By age section

Field of activity Local Régional National

Public Relations

Lobbying

Events

Field of activity Cub Scouts Scouts Venture Scouts Rovers

Public relations

Lobbying

Events

Teamwork enriches the strategic vision. French-speaking Africa Regional Communications Forum, Ouagadougou, April 2008.

See in this chapter, p. 68§ 13: Communications axes

50

An objectives approachAn objectives approach is certainly more systemic. It enables each objective to be

broken down into components in response to the elements of the issues identified

through the analysis. Equally, each objective will have a corresponding list of the

action to be taken, the means, and a detailed implementation schedule.

A few principles concerning objectivesThere are a certain number of principles that enable the choice of objectives to be

the least subjective possible. An objective must:

- be clearly linked to implementing a priority;

- be hierarchically ordered in terms of the priorities established;

- be realistic, taking into account all the constraints related to its implementation;

- be measurable, which, when based on previously established indicators,

will enable its implementation to be evaluated with precision;

- be understandable to everyone involved in its implementation.

Each objective needs:- to be expressed in realistic and precise terms;

- a list of what needs to be done in order to achieve it;

- a list of human resources and the human, and material and financial means

required;

- an action plan (including an implementation schedule).

Training is a crucial stage in starting work on the strategy. Stimulating group dynamics

puts the visions of all the protagonists in perspective on how to improve the image.

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The first question (that was forgotten) was: “Whom are we addressing?” This is

the question of target audiences. “Were they identified?” You cannot send out a

message if you do not know to whom you are sending it. This is why we should

always take care to adapt the means of communication and the tools to the

predetermined target audiences.

There are more questions, e.g. “What should we say?” Remember the saying:

“If what you’ve got to say has no advantage over remaining silent, then shut up!”

and think whether the press conference and release were really necessary. If so,

4. Understanding what we are doing

What do we want to do?According to Scout.Boom.Comm ’s methodological approach, the three dimensions

of the Strategic Priority “Scouting’s Profile” cannot be dissociated. This is why the

definition of the general objectives of the Communications plan needs to take

into account the interdependence between these three different areas, so as to

optimise how they connect together and enrich each other.

The story of a methodVery often, organisations start their communications work by using traditional tools

and means. The story is always fairly similar. Top management calls the person in

charge of Public Relations to say: “I’m doing a press conference, please prepare

it and draft a press release!”

The person in charge of Public Relations drafts the press release and organises

the press conference. He/she might even prepare a whole press pack. He/she

is thus using communications means and tools. A few journalists will show up.

There will be a few articles in the press. Top management will be satisfied, but is

this enough?

52

Using the communication objectives as a basis, the means and tools need to be

placed in the communication streams. Doing so will break down the objectives

into parts and so create coherence in terms of streams/message/targets. Thus

the message will hit its desired target, and be driven by a precise communications

axis.

the message to be delivered is not only connected to the identified target

audiences, but also to the pre-established communications objectives. But do

they exist?

Speaking in the name of the Scout Movement requires a sound knowledge of its

messages and being able to clearly identify its audiences.

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However, it is especially a matter of integrating the message expressed during the

press conference and in the press release into a more global strategy, which could

be, for example, the growth and development of the organisation (this is the case

presented in the box below). We have already pointed out that any action related to

communications (or partnerships, or a search for new sources of funds) must be

based on the organisation’s global strategy and be included in the strategic plan

for Communications or External Relations.

However, this neat little strategic framework would serve no purpose unless there

is something essential to share with the target audiences: the Movement’s values

and, especially, how those values are put into practice. This brings us back to the

initial diagram that we have now reconstructed. Just as we do not communicate

communications, we do not communicate objectives or means of communication,

but rather information, feelings, emotions: the very real and simple life of the

Movement.

Eveline Herfkens, the Executive Coordinator of the United Nations Millennium Campaign is given a warm welcome at the Centenary World Scout Jamboree by Eduardo Missoni, then Secretary General and Johan Ekmann, a youth adviser to the World Scout Committee. In April 2005, the Scout Movement committed itself to promoting the Millennium Development Goals.

Moba: a convincing situation analysisIn February 2002, the European Scout Region launched a new project in three

Balkan countries entitled the Moba project. The French government provided

Euro 260,000 in financial support for a three-year period, within the framework of

France’s overseas cooperation programme within the Stability Pact for South-East

Europe.

What convinced the French Ministry of Foreign Affairs to finance such a project? It

was just as much due to an accurate analysis of the situation as to the proposed

objectives for development: the analysis examined social trends in the countries of

the former Yugoslavia and the capacity of the Scout Movement to respond to the

needs and to create local partnerships to implement the project.

54

A Communications plan must first of all be able to convey the essentials – in a

literal sense, i.e. values, which, after all, are universal. In order to so, we shall now

return to the various steps in the process of preparing and conceiving the strategic

approach.

5. Using the situation analysis as a starting point

Conducting an analysis is the first step in preparing a Communications plan. This

initial phase is often treated lightly under the pretext that it is the objectives that are

essential. It is the results of the situation analysis that will provide a snapshot of the

context and the environment of the Movement in a given place.

The starting point for any initiatives aimed at change within a Communications

strategic plan is the unique situation described in the analysis report. The situation

thus serves as a reference when defining priorities and writing objectives.

A global approachPreparing a Communications plan (which needs to be an integrated part of the

organisation’s global strategy) implies that the situation analysis must also be

global in nature. Of course, this does not exclude a more specific analysis of

various sectors, such as image.

01

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While covering the totality of the organisation’s operations, this global analysis

should not go into details – doing so could drown the main trends, strengths and

weaknesses.

Back to values, fundamental principles & the MissionThe foundation for developing a strategic plan must be the ultimate “raison d’être”

for which the organisation was created. In effect, the work of defining and selecting

priorities needs to be based on their relationship to the organisation’s goals, its

guiding principles and its mission.

The analysis will show the degree to which actual action will match intentions. The

question “How does our image reflect our Mission through our actions?” now takes

on its full meaning.

An analysis of the organisation’s current situationThe analysis needs to measure several previously identified areas:

- membership variations;

- Youth Programme, including activities;

- facts concerning Adult Resources;

- professional services;

- structure management;

- public relations;

- internal communications;

- partnerships;

- budget structure and financial resources.

The analysis report- describes the context and environment in which the NSO operates;

- points out the NSO’s strengths and weaknesses;

- draws conclusions;

- outlines indicators of change;

- is a tool for development and growth.

See Introduction, p. 9§ 2: collective awareness

56

Identifying external trendsAn organisation does not live in a world of its own. Scouting aims to contribute to

the personal development of young people as members of a community. Thus, an

understanding of the society in which the NSO operates is an important element

when considering future directions of work.

By becoming more conscious of the problems affecting society, as well as of the

opportunities that society offers, an organisation will be better able to set priorities

and to make decisions by building on the positive aspects and by contributing

to solving social problems. By integrating the elements and factors that are likely

to influence the future early enough, the organisation can give itself the means to

manage that future more successfully.

Identifying external trends will help to select priorities that will place the organisation

in a social field in which it can find new partnerships. These priorities may be

shared by other institutions that may be able to provide new resources for the

organisation.

Communication PolicyConducting an analysis prior to the establishment of a Communications plan

enables the organisation to:

- examine the situation in terms of its multidisciplinary aspects (cultural,

economic, social, etc.);

- adapt the general diagnosis identified in the global strategy;

- support communications within the organisation and externally;

- take an interest in monitoring public opinion and the competition sector

(differentiating elements), and how communications functions internally and

externally (flow, messages, support system).

Measuring the image Image is at the centre of an organisation’s communications system. As we

know, it represents the organisation’s identity. We cannot, therefore, start to

work on measuring the image if we have not previously gathered results to draw

conclusions about the organisation’s identity.

Getting back to values, fundamental principles and the Mission will help.

However, the analysis should take into consideration everything that concerns the

organisation’s culture, in particular its history.

External trends- demographics;

- economic factors;

- social issues;

- formal and non-formal educational systems;

- values and their evolution.

See Chapter 12, p. 114§ 7: Fundraising: using partnerships

See Chapter 5, p. 34 § 6: Governance &

the constituent elements of image

See Chapter 17, p. 138 § 4: Sector evaluations

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Measuring the competition sectorWithout returning to the subject of the importance of an organisation’s image, it is

important to note the enormous differences in the images of different organisations

working in the same field.

It is therefore important to know whether Scouting has competitors or not, and in

which field:

- education;

- recreation;

- youth clubs;

- sports clubs.

It is also important to know the breadth of the competition’s geographic and

demographic (age section) span.

Analysis method No. 1The analysis can be carried out using different methods or a combination of them.

Here are two for you to consider. The first one is based on the following diagram:

Measuring Scouting’s image involves several questions:- For the organisation, what does a “good” image mean?

- Is there a mismatch between the image and activities?

- How well known is the organisation?

- What kind of public recognition does it enjoy?

- What are the components of this image?

- How are its members represented? (Including the representation of each

gender.)

- How do the internal magazines reflect the Movement’s image?

- Are members proud to wear the uniform? Why?

- Does the organisation have its own photo service?

You can add your own questions until you feel that you have exhausted the subject.

In order to examine these issues in greater depth, simply raise the question “Why?”

at each step.

See Chapter 5, p.30§ 2: An economic stake associated with the brand

58

Sondages Opinion polls/barometers: this is based on a quantitative approach. It is

certainly the most expensive method, but it is very effective. It can be integrated into

a Communications campaign to accelerate public awareness of an organisation

or its positioning in an unknown sector, e.g. the social sector. The content of

the survey needs to be conducted according to the classic methods of social

science. Surveys can be conducted internally and externally.

Interviews/group analysis: this is based on a qualitative approach, which seeks to

discover how the image is constructed. It is more likely to reveal aspects such as

values, attitudes and mental blocks. If such an exercise is conducted internally, it

is likely to stimulate internal participatory mobilisation and thus constitute a tool to

strengthen Communications within the organisation.

Semiotics: this method is primarily qualitative and involves detecting value systems

through the use of words that the audience is invited to grade in importance

on a negative-positive scale. This technique is likely to reveal the “sign values”

(symbolic values), mentioned in Chapter 2 (p. 16). Using this method requires

having previously defined the values and the representations that you wish to

communicate through the Communications plan so as to find appropriate words

that describe or evoke them.

Desk research: this method is based on the analysis of documents. Its most

useful function is to conduct a qualitative analysis of press articles about the

organisation. It is important in order to follow the evolution of the image throughout

the implementation of the Communications plan. It is based on what is generally

known as press reviews.

Analysis method No. 2This is a very traditional method of analysis: the SWOT analysis (Strengths,

Weaknesses, Opportunities, Threats).

This method is easy to carry out and it allows for very participatory group work.

However, it is important to be realistic: do not be modest about strengths and

opportunities, and do not over-dramatise the weaknesses and threats.

Let us take the example of a campaign that aims to launch a youth policy at

national level and position the Scout Movement as a leader in this field.

SWOT analysis- Strengths;

- Weaknesses;

- Opportunities;

- Threats.

See Chapter 9, p. 96§4:catchingthemedia'sattention

§ press review

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Strengths- the Ministry of Youth Affairs

appreciates our work in this sector;

- preparatory work has been

carried out with the Youth Council.

Opportunities- working with Parliament to prepare

draft legislation on the subject;

- creating a Scout Parliamentary Club.

WeaknessesLack of awareness of our work/capacity

amongst:

- parliamentarians;

- media;

- adolescents and young adults.

Threats- political youth organisations could

use the work for partisan politics.

Involving external expertsWhether you choose the first or the second method, external involvement can help

you with your analysis.

First, you may wish to choose a moderator or a facilitator, who can help to

reduce the subjectivity of a group that is composed solely of members of the

organisation.

You may then decide to invite experts to help you with subjects that you find

difficult to deal with. These experts need to be specialists: professionals

in Communications, Public Relations, Marketing, perhaps even academics. You

could also entrust the analysis to members of the organisation, e.g. students

who need to conduct research for a degree in External Relations.

Setting indicatorsWhen preparing strategic priorities and a plan, it is important to set indicators. They

can be of two kinds:

- indicators of change;

- indicators of success.

In the evaluation phase, change indicators will enable you to measure whether the

changes have taken place and how.

Success indicators will enable you to measure the degree to which the intended

changes have taken place.

These indicators are very often set at the time of defining the objectives. They can

also be set at the end of the analysis presentation, at the point where you draw

conclusions. Clearly, you will need to refer back to them during the evaluation.

See Chapter 17, p. 136§1: Using pre-determined indicators

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6. The vision of the organisation

Based on all the information you have gathered concerning the organisation and

the world around it, you now need to develop a dynamic vision of the organisation,

by bringing to the fore all the essential elements that will make it an organisation

that is more important, better managed and – for the head of Communications –

better accepted, better understood and perceived in a better light.

ExampleIn terms of communications, the vision might be: “To ensure a high-quality image

of an organisation that is modern and rooted in its values, but which responds

to current needs, is able to accept new elements and is prepared to respond to

changes in society”.

7. Identifying priorities

There are a number of decisions to be taken, based on the vision of what the

organisation should become in the following three to five years. Resources in

terms of time, people (volunteers and professionals) and finances are necessarily

limited.

The Communications Policy could help to identify new financial resources or recruit

new executives. As mentioned earlier, image is an asset to help the organisation

to develop.

Going back to the vision, we could imagine the following three priorities:

Communications

Projecting the image

of a movement that

responds to the needs

and expectations of

young people and that

adapts to a changing

society.

Partnerships

Ensuring that Scouting

is identified as a non-

governmental organisation

working in such sectors as

education, youth policies,

equal opportunities, the

environment, international

cooperation, sustainable

development, etc.

Resources

Finding new

resources (both

material and financial)

through partners

who share the

same values and

interests as the Scout

Movement.

Communications objectives are then developed from these priorities in order

to better communicate what Scouting is about, and need to be adapted to

the various target audiences so that the audiences will be more aware of what

Scouting does.

02

03

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The first step is to start with the precise formulation of the request made by the

organisation so as to define a specific strategy for every action undertaken, using

simple methodology.

8. Determining targets

Lasswell’s “to whom” question helps to determine the target audiences. Whether

you are organising an event, an advertising campaign, launching a magazine,

establishing partnerships around a particular subject, etc., it is crucial to ask

yourselves: “Whom are we addressing?”.

Determining targets requires taking close account of the context and the

environment in which the organisation operates at a particular point in time and

in light of a particular situation. They are contained in the analysis report of the

relationship context (see p.105).

Reaching a target means influencing it, making it react. Any action that Scouting

takes can concern a wide variety of target audiences and none should be ignored.

Precise target audiences need to be defined for each and every action. The list of

targets can be vast in the sense that the targets cover all youth activities and the

whole range of the organisation’s competencies.

04

Existing localgroups

Newaudiences

Particularage group

main target

bull's eye

secondary target

62

The targets will be different kinds of audiences, e.g. institutional targets, the

Movement’s traditional interlocutors (associations and institutions), specific

individuals, people working with youth (teachers, parents, families, educators,

etc.), opinion leaders, young people themselves (members and non-members),

the public at large, journalists, and so on.

9. Formulating communications objectives

Communications objectives need to be defined in the light of three questions:

- How can we reach the targets that we have defined?

- How can we express the NSO’s strategic objectives through the various

communications objectives?

- How should we respond to the conclusions of the analysis?

A few tipsDefining a strategy implies defining communications objectives that convey an

image and strengthen what we have already achieved. Careful! We are talking

about determining objectives and not the means! You therefore need to define

measurable objectives (which may be more or less ambitious), that are in line with

requests and expectations of the organisation and that are relevant to what you

are proposing to do.

05

UNICEF, a natural partner for the Scout Movement, working to improve life for children and youth. World

Scout Jamboree, Thailand, January 2003.

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Here we draw on an example of two main groups of communications objectives

that may help you to define your own. These were the external communications

objectives that were created for the Peace Cruise. The first group concerned

values, and the second concerned the Movement itself.

Examples of communications objectives related to values- To create awareness of, and promote, Scouting’s values.

- To act on public opinion so that it recognises the values that Scouts put into

practice.

- To create greater public adherence to the values that Scouts put into practice.

- To affirm Scouting’s values by fighting against nationalism, racism, prejudice and

all forms of fundamentalism.

- To influence the perceptions of young people and other target audiences

through demonstrating that young people are capable of undertaking action.

Examples of communications objectives related to Scout activities- To make the Scout Movement and the Scouts themselves valued by public

opinion in general.

- To make the Scout Movement and the Scouts themselves valued by public

opinion amongst young people;

Examples: Communications, Partnerships, ResourcesExample 1:LetusimaginethatastrategicobjectiveofanNSOwastoreachmoreyoung people aged 12-14 through proposing a new educational programme. Their

target audience would logically be this age group. The NSO may then choose a

communications objective, formulated along the following lines: “To implement

a promotional campaign directed towards young people aged 12-14 and their

families, through the family and youth press”.

Example 2:Letusimaginethatthesameorganisationdecidestolaunchanationalevent to attract the attention of young people in this age group. The communications

objective could be something like: “To organise a national competition directed

towards secondary schools, for a period of 6 months, in partnership with the

Ministry of Education on the theme of children’s rights”. Through the way in

which the objective is formulated, a new dimension has been added, namely

partnerships.

Example 3: The same NSO decides to organise a campaign in order to reach

underprivileged young people aged 12-14. The communications objective could be:

“To establish an awareness-raising campaign, in partnership with UNICEF, in order to

provide underprivileged young people aged 12-14 access to educational activities.

To make use of this campaign to ensure the co-financing of the activities”.

Here, we have not only touched upon communications, but also partnerships

(through including UNICEF), resources (through seeking to raise the funds needed

to offer the activities to these young people). It also includes the world Strategic

Priority of “Reaching Out”.

64

- To demonstrate that the institution is a movement, that it can take initiative and

is modern;

- To make the Scout Movement appear synonymous with young people’s

dreams, the use of imagination and creativity, and opportunities for personal

adventure and initiative;

- To show how the Scout Movement can help with personal development in a

way that promotes openness towards the world and others.

10. Examining strengths & weaknesses

Just as we offered a provocative definition in the chapter on Image (p. 30), here

is a list of known weaknesses. The list of strengths may not come as a surprise

in terms of content, but perhaps in terms of how they can be used. Remember

that we are often the authors of our own caricature, and caricature starts when

the Movement or its representatives are too sure of themselves, perhaps even

arrogant to an extent that makes it impossible to remain open-minded or put into

question anything we do.

06

Weaknesses- The Scout Movement has an image deficit that is especially due to the

complexity of the Movement’s structure.

- The Scout Movement is divided into numerous organisations, which complicates

visibility and identity.

- The Scout Movement is perceived as old-fashioned, in particular when it is associated

with individuals who are themselves considered to be old-fashioned or strange.

- The Scout Movement appears to be elitist.

- The Scout Movement appears to be a closed world. It only invites members to

its activities; it does not invite young people who are not members.

- Scouts often have an image that is strongly associated with the armed forces

and uniforms.

Strengths- The Scout Movement is extremely well known.

- The Scout Movement’s partners have high expectations of what it can achieve.

- The Scout Movement promotes values that young people can identify with: peace,

friendship, democracy, tolerance, team spirit, citizenship, etc.

- The Scout Movement is global and worldwide.

- The Scout Movement is based on the acceptance of diversity.

- The Scout Movement involves making dreams come true and stimulates emotions.

- The activities proposed offer opportunities to travel - either physically or in one’s

imagination.

- Being with other people one’s own age is synonymous with individual and

collective adventure.

- In the Scout Movement, we learn a lot of things that schools do not teach us

- The Scout Movement is the opposite of a sect; it promotes the freedom to learn.

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11. Strong themes

Identifying strengths and weaknesses helps us to perceive the possibilities of key

words. Using the analysis of this identification as a basis, how can one define the

Scout Movement in ways that accentuate the strengths and move away from the

weaknesses?

The search for communications themes will help to express what Scouting does

in new ways. What you say, write or show will be based on a series of simple and

effective messages. You will find the totality of these key words overleaf. Amongst

these key messages, there are the three themes selected for 2005-2008. They

help to offer a variety of simple ways to express what the Movement does and to

present its essential characteristics in words that everyone can understand.

Strengthening social positioning The brand platform was created in 2005 to strengthen the Scout Movement’s

social positioning at international and national levels. It was defined on the basis

of the content of the Strategy for Scouting adopted in stages by previous World

Scout Conferences and of the results of a study on its social impact. It is perfectly

adaptable to a national level.

The Vision, Mission, values and themes presented, are in line with WOSM’s

Constitution and the Strategy for Scouting. This platform is part of the

Communications Strategy presented at the Conference in 2005.

A leading, global youth movement for the 21st century.

66

12. World Scouting's key messages

Strengthening the social positioningYou are asked to represent the Movement and you are wondering how to convey

the message: you may need to make a speech, write an article, be interviewed, or

have 30 seconds in which to capture the interest of a potential donor…

Here are some ideas to help with speaking in public. They build on the key

messages that we discussed on the previous page.

It is not enough to simply know these messages. In order to develop Scouting’s

brand image, three elements need to be used in conjunction with each other in a

coherent way in order to be a credible ambassador:

There are questions that one would prefer to avoid. Some annoying questions are

justified due to a lack of knowledge of the Scout Movement’s Mission and to die-

hard prejudices. It is important to always keep a sense of fair play by answering

with valid arguments. If you do not know how to answer, tell the person that you will

contact him or later with a precise response.

The participants of the World Scout Youth Forum practice conveying the Movement’s messages. Everything in Scouting’s educational method aims to prepare young people to become autonomous, engaged and passionate.

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68

Thus, what we do and the messages we convey will always be coherent, relevant

and have an impact, and will be in line with Scouting’s fundamental values and,

especially, with the concrete action undertaken.

Creating communication streamsLet us take the example of the World Scout Jamboree, using the three themes

mentioned earlier.

The table opposite enables us to create a matrix linking the three themes with

the educational content of the Jamboree, the fundamental elements of Scouting,

possible partners and Scouting’s response to a social issue.

What is a communications axis?A communications axis, like an axis, is a pivot around which we organise events,

convey messages, prepare texts and documents, etc. The stream is active through-

out the period of the project or the organisation of an event (before, during and

after).

0713. Communications axes

A communications axis is the direction that links the theme to the target. It leads

the message.

It is important to define communications axes according to themes, as it is above

all the stream that carries meaning. A particular action or event is a natural vector of

values, which requires developing communications activities linked to a particular

stream in order to be effective and relevant. Establishing the relationship between

themes and targets will enable us to find the means and tools needed to carry out

the objectives.

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This table enables us to:

- break the elements down into all their possible variations in order to illustrate the

theme;

- determine which of Scouting’s essential characteristics link Scouting to the

theme;

- organise taking part in press conferences;

- take advantage of partnerships;

- work out the content of press releases;

- explain to photographers what you want in terms of photographs;

- be precise and concise about the theme, and avoid straying from it;

- demonstrate Scouting’s response to an expectation or a social issue.

14. Adapting messages

The content of the messages is developed by going from the theme to the target

along the selected communications axis.

Let us take the example of the theme of “Emotional and sexual education in

Scouting”. This subject was a particularly sensitive issue at the Jamboree in

Thailand. The international press published contradictory information as a result of

contradictory information emanating from several Thai sources. WOSM thus had to

react quickly by providing official information on its position, which on this particular

occassion, was the issue of condoms.

The target was international public opinion via press agencies. The communications

objective of the message was simple: “Quickly communicate WOSM’s official

position concerning emotional and sexual education”.

08

Educational content

Essential characteristics of Scouting

Partners

Challenges

Peace

How we live

together

The Scout Law

UNESCO

- Conflict

prevention &

management

- Promotion of

peace in conflict

zones

Universal nature

Workshops on

the diversity

of cultures

The international

nature of the

Movement

UNESCO

- Globalisation

and respect

for other

cultures and

civilisations

Reaching out

Workshop on

children’s rights

Article I of

WOSM’s

Constitution

UNICEF

- Youth participation

- Reaching out to

the underprivileged

See Chapter 9, p. 96§4:Catchingthemedia'sattention§ Press Conferences

70

Example of a messageHere is the content of the message that was picked up by the agencies:

“For more than ten years, it has been the policy of the World Organization of the

Scout Movement (WOSM), which is the authority responsible for the World Scout

Jamboree,tohavecondomsfreelyavailableineachhealthcentreoftheeventfor

any participant that makes this request.

The spread of AIDS and other sexually transmitted infections (STIs) has led the

WOSM to coordinate with UNAIDS, UNICEF, the World Health Organization and the

UNFPA to create educational programmes for the emotional and sexual education

of young people. These programmes integrate both the emotional development

of young people, boys and girls, and the prevention of risks related to STIs. The

presence of Scouting in a number of countries particularly affected by STIs has led

these NSOs to include this issue in their educational programmes as well.”

The strategic objective was to show that this subject was indeed an educational

concern for the Movement and to call for action to be implemented. The formulation

of the press release involved stating the Organization’s position, then the social

challenges concerning sexually transmitted diseases, and finally giving credit to

the partners that have enabled WOSM to implement its educational position on this

subject.

Choosing between propaganda & communicationOur priority is the recipient of the message. This is what makes us distinguish

between propaganda and communication. The temptation of propaganda is

contrary to the Movement’s principles of responsibility, autonomy and education. It

can sometimes be an easy reflex to abuse rules and protocol so as to avoid having

to think about what is fundamental, what the educational aspect is, or what possible

response the Movement could undertake to help alleviate social challenges.

The temptation of propaganda reinforces stereotypes and preconceived ideas

because it seeks to provide justification for not bringing ourselves into question.

Propaganda does not respect the audience to whom the message is addressed:

the priority of the message is whatever the sender’s priority may be. Thus, the

sender’s concern is to constantly repeat the message at all costs. All means are

fair game, from brainwashing to all forms of disdain for the target audience of the

message.

It is up to the public to adapt itself to the message and the goal of the sender,

as opposed to the sender adapting to the audience and, at least, adapting the

message.

See Chapter 8, p. 89§ 9: Crisis communication

717


Whereas propaganda simply goes in one direction (e.g. when a message is

beamed outwards by a sender towards a target audience), communication

takes place in a more complex way, but it enables information to travel both ways

between the sender and the addressee via a medium.

First of all, communication involves self-questioning on the part of the sender

(feedback). The sender’s priority is the audience. The role of those responsible

for communication thus becomes a role of mediation between the sender and the

addressee, at a given time and in a given place.

Information and communication work well together naturally, provided that certain

rules are respected. Otherwise, messages that become distorted or misunder-

stood will seriously endanger the goal sought and, more globally, the image of

those sending the message. Working out what the initial message actually was

will be impossible in the chaos. The intention may be laudable, but the result will

be a catastrophe.

Noise is a constraint in transmitting a message

72

15. A chain reaction

Between supply & demandOur methodological process situates itself more in the marketing issue of demand

than of supply. It means taking greater interest in the Scout Movement’s target

audiences and taking greater account of their needs and aspirations, as opposed

to frantically pushing a discourse that no one wants to hear.

Respecting valuesRespecting the spirit of the Scout Promise and Law and of the Mission starts with

respecting Scouting’s values. These values are universal, and therefore everything

we do, including in the area of Communications, must be carried out in a way that

respects them.

Propaganda, which does not respect the target, and only satisfies the concerns

of the sender, is not an appropriate means of communication, nor of providing

information in Scouting.

A chain reaction between local & world levelsAs the Scout Movement is a global movement in a globalised world, the local level

has no borders. Local action is identical to world-level action: it functions according

to the same rules and values. The action will have an effect on the whole, whether

it is carried out in Berlin, Rio de Janeiro or Dakar. After all, is the strength of a chain

not measured by the strength of its weakest link?

Any action undertaken in the chain of World Scouting needs to fit into the global

strategy. Each project needs to be naturally coherent with the rest of the chain,

(in principle, consciously) driven in a way that is both bottom-up and top-down

between the “mother” organisation (WOSM) and the NSOs. Together, they can

pursue the same goals.

See Chapter 17, p. 139§ 5: Multiplier effects

A tip for the information managerIn the media, the information manager

collects, selects, deals with and categorises

information according to the particular editorial

or reporting angle of the media in question.

In organisations, the head of Communications

works more like the director of a stage show,

as he/she directs the dialogue between the

sender and the addressee of the information.

He/she has to take into account the sender’s

constraints and be perfectly aware of the

target’s expectations. Thus, Communication

gives meaning to information.

A Communications director can only improvise if trained to talk to the media. Regional Communications Forum, Arab Region, Cairo, November 2006.

737


A good Communications Strategy at local level can fit into a global strategy aimed

at the world level and vice versa – what takes place in The Hague is similar to

what takes place in Athens. The career of a football player in a junior league in

Copenhagen is just as interesting as the career of Zinedine Zidane. A young Czech

basketball player is just as interesting as Michael Jordan!

In effect, to only cite a few examples of European Scouting, any project carried

out in the name of Scouting’s values, irrespective of where it takes place or

whomever it aims to address, naturally fits into the Movement’s global strategy. It

will be all the more stronger and all the more durable through the fact of putting

Scouting’s fundamental elements into practice. Thus, a local project in the poor

housing estates in Brussels, Budapest, Prague or Rome will be just as relevant to

the implementation of the strategy as a European Scouting event in Paris, London

or Warsaw.

Any action undertaken within the chain of World Scouting needs to fit into the global strategy.

74

15. Taking one’s time

Such strategies are not developed in a few days. Here is a possible implementation

schedule to help you imagine how you could plan your strategy.

It is just an example to be adapted to your own situation.

16. Choosing the means of communication

What still needs to be done? Lots! And here we come to the means. If you have

folowed all the steps involved in the preparatory and conceptual processes, the

rest will seem easy.

Now we have to choose the means of communication. The first thing to do is

to find a corporate image and to lead the Image Policy along the lines that will

become apparent from the image.

The means and tools will be determined on the basis of the corporate image, and

they will support the Image Policy.

09

10

Period

JanuaryFebruary

MarchAprilMayJuneJuly

August

SeptemberOctober

NovemberDecember

Year 2

Monitor & revise the

projects

Continue with existing

communications

projects & launch new

ones

Year 3

Monitor & revise

projects

Start the evaluation

Continue with projects

Launch a new process

aiming at a new strategic

plan

Year 1

Analyse the situation

Establish the vision

& identify priorities

Formulate objectives

& create communication

streams

Adapt the messages

& select the means

of communication

Launch communications

projects

See Chapter 13, p. 122 & 123

757


Exploring...

To learn more•InOctober2006,thepublicationofthefirstWorldScoutingReport

“Youth, a Force for Development”, aimed to reposition the Movement

and to open the debate both within it and with its partners. This

report illustrates the usefulness of the Scout Movement in addressing

young people’s needs in today’s society. It can be downloaded

from: scout.org

•“Better Scouting for More Young people - Action for Growth”:

a methodological toolkit to help NSOs to implement a growth

and development policy. It can be downloaded from: scout.org.

QuestionsWhat is preventing change in my organisation today? The fear of

change… impatient leaders who fear that it will take too long to

develop a strategy… the lack of skills within the organisation to

respond to the challenges that have been identified? How can you

launch the debate? What if you analysed the situation so as to discuss

clear facts together?

Books•La Communication Marketing, Jean-Marc Décaudin, Editions

Economica, October 1999.

•Argos,approchede lacultured’association,WorldScoutBureau,

2000.

•Public Relations Strategy, Sandra Olivier, The Institute of Public

Relations,London,2001.

On the web•TheResourceCentreonscout.orgofferstoolstohelpleaderswork

on a strategy.

•TheWorldScoutShopbookstore:worldscoutshop.org



76

chapter 8

The elements of corporate communications

n Just like all the words that we overuse, the word “communications” is both full

and devoid of meaning. Moreover, the proliferation of mass communication (mass

media) complicates the situation. Communications and information technologies

create the illusion that everything beyond reach is effortlessly accessible from our

armchairs.

Yet, Communication implies social exchange and understanding. Social exchange

expresses the will to meet others and seek proximity. Understanding depends

on language, the choice of words and the meaning attributed to messages.

Communication is therefore a human activity “par excellence”. It encompasses

all possible forms of social exchange and includes the exchange of goods and

the circulation of people. And one of the main assets (“goods”) of Scouting is

image.

1. Communication & communications in Scouting

The word “communication” has several meanings. First of all, it means the act

of communicating with someone else. It also means the act of transmitting

something to someone else. Finally, it means an action aimed at an audience,

undertaken by someone to inform of, or promote, an activity. Communication also

means bringing together two people, things or places.

An attractive presentation is just as important as the choice of messages and images in an

institutional exhibition. World Scientific Congress, Geneva,

November 2007.

778

The Brand StrategyThe elements of corporate communications

Scouting is a human activity and, true to the nature of human activity, it therefore

communicates. To follow Habermas’ line of thought, one could suggest that

Scouting uses systems and means of communication to stimulate social

exchange between people, that it is aware of this and thus acts on the basis

of its goals and values.The learning process that results from the personal and

collective development process is itself derived from the Movement's Mission.

Whether Communications is external, internal or institutional, it is more than a

simple technique to support the transmission of information or the promotion of

an activity.

Communications: language, systems & meansThere is a distinction to be made between systems and means of communication.

Systems could be considered as being the totality of means and techniques that

enable the dissemination of messages to a more or less vast and heterogeneous

audience.

In Scouting, the symbols, rituals and traditions, as well as the specific words used,

are elements of its particular language and are difficult to translate into simple

terms.

Scouting’s communication system needs to use means that are based on simple

language that facilitates social exchange and understanding.

Communications: supporting informationCommunications as a system is nothing if there is no information flowing between

the sender and the recipient. In order to communicate, there must therefore be

something to say or show. This is the principle of news – if there is nothing new

to say then nothing is said. In the frenzy of constantly trying to retain the media’s

attention, the risk is to keep talking when there is nothing to say… and thus not

be heard.

A single source of informationA multiplicity of sources is one of the

causes of bad communication. The

analysis will help you to identify them.

Then, you will have to reduce their

number, as information disseminated

by many sources can lead to chaos.

The “Scouts of the World” package offers a set of communications and information tools to promote an educational programme for the eldest age section of Scouting. The package is an example of a media mix and is available from Scoutstore, the official World Scout shop.

78

The role of corporate advertising 2- To create public awareness of the organisation.

- To develop its identity and image in the eyes of all the target audiences

concerned.

- To create a favourable climate for its direct and indirect targets.

- To make the organisation more attractive than others, both for external and

internal targets.

2. Corporate communications

Corporate communications is a form of communication in which the object is the

company or the organisation itself. “The objective of corporate communication is

the construction and management of the company’s image. As the expression of

its identity, it must show what it is, what it wants to do, what it knows how to do,

and what it does”1. The nature of corporate communications is more strategic

than marketing, even though its implementation requires the use of marketing

tools. This is why corporate communications must be directly accountable to the

management of the organisation and not to a Marketing department of service.

In our society, communication has taken on such importance - from local to world

levels - that not communicating can mean not existing.

1 Corporate Advertising: The what, the why and the how. McGraw-Hill, 1981.

2 La Communication Marketing, Jean-Marc Decaudin, Economica, 1999.

The stages in organising a corporate campaign

798


3. Emblems & symbols

Amongst the elements that constitute Scouting’s communications system, there

are invariable elements related to the Movement’s identity, whether at world or

national level. These are: symbols, emblems and mottos.

These invariable elements are full of history; they are a reminder of the Movement’s

culture and outline its roots.

Other elements may vary with time and fashion. These are: logos and slogans.

The World Scout emblemThe Scout emblem was created by Baden-Powell.

He quite simply chose the fleur-de-lys, which

indicated the north on old maps. Thus, the emblem

is a reminder that Scouts must be as reliable as a

compass; they must respect Scouting’s ideals and

show others the way ahead.

The three “petals” symbolise the three duties: duty

to God, duty to others, duty to self.

The two stars represent truth and knowledge,

and the ten points of the stars symbolise the ten

articlesoftheScoutLaw.

Surrounding the fleur-de-lys is a rope tied by a reef knot. This symbolises the

Movement’sunityandfraternitythroughouttheworld.Justasitisimpossiblefora

reef knot to become undone, so the Movement remains united while it develops.

The emblem is white on a purple background. In heraldry, white represents purity

and purple represents responsibility and help to others.

The World Scout emblem on each member’s uniform strength-ens the sense of

belonging to World Scouting, provided that it is actually worn and its significance

is understood.

The World Scout emblem is the property of the World Organization of the Scout

Movement. It is registered with the World Intellectual Property Organization and is

protected in application of international agreements

on trademarks and copyrights. The description and

conditions for using the emblem were defined

in Resolution 05/69 adopted by the World Scout

Conference. Since July 2008, the World Scout

Emblem is included in the Constitution.Wearing the World Scout badge is a sign of belonging and fellowship. It can be purchased via the World Scout Shop.worldscoutshop.org / scout-store.com

Baden-Powell’s original drawing in “Scouting for Boys” (1908).

80

Emblems & logosScouting Ireland’s logo was created following the merger

of the two associations. Its composition conveys a new

story and a new image. It is based on the fundamental

symbol of the fleur-de-lys and the trefroil.

The logo of Scouts et Guides de France

was created following the merger of Scouts

de France and Guides de France in 2004.

It is composed of part of Scouting’s fleur-

de-lys and Guiding’s trefoil. The colours are

purple for Scouting and gold for Guiding.

The qualities of a logoAs a logo provides an initial impression (whether it is on a letterhead, on a file or a

poster), it must obey certain rules in order to guarantee its quality. Its shape, colour and

fonts must be in harmony. Composing a logo requires creativity and technical exper-

tise in order to foresee its future uses. It is not simply a drawing - so, entrust the design of a

new logo to a specialist.

FaithfulEasy to read

DifferentiatingUnifying

AdaptableDurable

- the logo illustrates the organisation’s corporate image;

- it needs to be easy to remember, and so it needs to be simple and easy to read

on any document;

- people should not be able to confuse it with a competitor’s logo;

- it needs to be recognised and accepted by members and partners;

- it must be possible to adapt the logo to all of the organisation’s products;

- on average, a logo will last between 10 and 30 years, with a few intermediary

alterations.

Mottos & slogansScouting’s motto is “Be prepared”. The new

corporate identity of The Scout Association (U.K.)

perfectly reflects the motto by placing it in an

elliptical shape, which gives it energy.

The slogan of Scouting’s centenary on the official

logo is “One world, one promise”.

The composition includes the World Scout emblem,

new elements (symbolising peace, in particular), and

the centenary’s slogan.

81

8


4. The Scout uniform & flags

According to the Founder, “Smartness in uniform and correctness in detail may

seem a small matter, but has its value in the development of self-respect and

means an intense deal to the reputation of the Movement among outsiders

who judge by what they see.” Baden-Powell clearly believed that a uniform was

significant in terms of education, but also in terms of reputation. Today, we would

say image.

As the uniform is so tied to tradition, we often forget that a Scout in “plain” clothes

is invisible in a crowd. In a uniform, he/she becomes a Scout in everyone’s eyes.

He/she is seen and identified. A single Scout in uniform will symbolise the entire

Movement. This is why we said that each Scout is a vector of communication

for the Movement. Apart from the person’s behaviour, the uniform will reflect the

nature of the Movement. Just like a football club.

This is why, for example, it is useless to try to fight the preconceived idea that

Scouting is paramilitary while keeping a tight, old-fashioned uniform in military

colours or style.

It is the same for flags. What is the purpose of

a flag in Scouting? It is useless to try to fight the

preconceived idea that Scouting is nationalistic, while

making an excessive show of national flags. On the

other hand, when a ceremony is open to the public,

a World Scout flag flying on a mast, will show that the

educational goal, which is to be a citizen of one’s

country while also being a member of an international

community, is truly achieved.

Scout uniforms reflect the diversity of cultures, national customs and Scouting traditions while remaining practical for activities.

At the Jamboree, the World Scout flag flies amongst the national flags. It is a symbol of unity and brotherhood, bringing all Scouts together in a common ideal of peace.

82

5. Image Policy & corporate image

Any change in Scouting’s corporate image at national level requires a fine balance

between the historical and traditional elements on which the Movement’s identity

is founded, and new elements that will illustrate the will to adapt to social, cultural

(even political) changes.

Image PolicyThe Image Policy is an essential aspect of a Communications strategic plan. The

policy needs to be based on the definition of a new corporate image and on the

way in which the component elements will be expressed internally and externally.

Now that the decision has been taken to use the Scout brand commercially, there

are many merchandising opportunities being implemented. The components of

the brand are included in the visual identity guide (which sets out all the details

concerning the reproduction of emblems and logos).

The organisation’s nameAn organisation’s name is very important. Just like the uniform, emblems and flags,

there is history behind a name (which is why it is complicated). In any event, it is

important to avoid excessively long names, such as:

The Baden-Powell Patriotic, Globally Neutral

and Traditional Federation of the Scouts of Bordery

There is no point even thinking what the acronym would be – no one would be

able to pronounce it!

One should avoid acronyms that do not mean anything. WOSM, for example,

does not actually mean anything, unless the full name of the World Organization

of the Scout Movement is spelt out. In general, a short name is preferable to a

meaningless acronym.

Corporate imageThe corporate image is the visual representation of the organisation. It materialises

the brand through the use of the organisation’s name or acronym, a visual symbol

(emblem or logo) and a colour code.

Corporate image is also called visual identity or corporate identity. It needs to

translate the organisation’s culture and personality and appear as a signature

stamp on all documents and products in a way that is faithful and easy to read.

Over time, a visual identity improves public awareness and recognition of the

organisation. It cannot be dissociated from the name or acronym.

Changing the corporate image of Scouting is costly, as it involves changing

the graphic signature on all of the documents, and probably also on the Scout

uniform, sign panels on Scout buildings, vehicles, etc.

See Chapter 12, p. 112§ 5: marketing & corporate image

83

8


The Brand ManualThe Brand Manual contains all of the guidelines on how to implement the

organisation’s corporate image. It is established by the graphic designers who

created the image. It is presented as a document and provides practical illustrations

of the use of the various elements.

It includes the following elements:

- the graphic form of the name (font and appearance);

- the image, emblem or logo: its positioning and relative size;

- an example of the logo in colour, black and white, and in greyscale;

- an example of where it should be placed on publications and documents;

- the Organization’s colour code;

- the fonts to be used in documents and publications;

- an example of how to use the logo and the colour code on products;

- an example of how to use it on sign panels.

In April 2006, the World Organization of the Scout Movement adopted a new

brand identity based on the World Scout emblem. It contains the brand name,

World Scouting’s purple colour (Pantone ® 527), and the Movement’s Vision. It is

protected as a registered trademark. A very precise visual identity guide governs

its use.

World Scout Conference Resolution 05/69

stipulates that the World Scout emblem must

feature in the logos of all official international

Scout events. The way it is used must follow

a precise visual identity guide. The logos of all

official events must be submitted to the World

Scout Committee for approval.

Precise information is available at:

scout.org/brand

The new World Scouting brand logo does not replace the World Scout emblem. However, its clear identity increases the Movement’s visibility and is recognised by people who did not already equate the emblem with the Scout Movement.

See Chapter 12, p. 112 § 4: Branding & brand management§ Brand protection

84

6. Means & tools of communication

While the primary means of communication between people is speech, the

range of available communication tools has diversified considerably, thanks to

advancements in technology, democracy, and individual and collective freedom

of expression.

The town crier preceded sign panels in front of shops, signs painted on

shopfronts, posters, books, newspapers, etc., to say nothing of the telephone,

radio, television, data communications and, finally, the Internet.

The means and techniques of communication need to be appropriate for the

communication objectives and the targets selected, as shown in this pretty

flower.

Choosing appropriate means for the communication streamsIf the means of communication are to emanate from the objectives and aim to

reach clearly identified targets, they need to be based on previously established

communication streams.

Doing so will also strengthen the strategic thrust of the organisation’s messages.

The themes will provide a coherence of policy in the content of the messages.

See Chapter 7, p. 65 and 68 § 11: Powerful themes

§ 13: Communications axes

85

An institutional (corporate) brochure. This

is a general presentation document of

an institution, company or service. Its

size varies, but is often A3 folded, and

may contain four, six or eight pages.

It is printed on high-quality paper and

enhances the image of the body that

it presents.

8


Traditional printed tools

Books were the first tool of mass dissemination of

facts, knowledge and information. The fact that

works in this medium have often been banned

or censored illustrates the long and difficult

road to asserting itself as a major medium of

guaranteeing the continuity of knowledge. It

will need to assert its nature, place, role and

dimension even further in the face of digital

tools: printing a book is expensive and involves

using large quantities of paper. A book gives

its content a dimension of permanence, even

timelessness. It is an option that must be

considered consciously.

A manual is a book that compiles technical and

learning materials. Manuals are used for training

purposes. They are therefore often used in

Scouting. As its name indicates, a manual needs

to be practical and easy to hold in one’s hands. In

Scouting, manuals are often small so as to fit in a

rucksack or sometimes in a uniform pocket.

A leaflet. The purpose of a leaflet is to publicise

something. By its very nature, it is therefore

light and simple. It is often presented in recto/

verso format, on A5 paper or a folded A4 sheet,

sometimes folded in three. To be effective, it

needs to be minimalist. With just a few words

and images, it describes the advantages and

qualities of a service or product. It is used for

mass communication. It is not very eco-friendly

and often ends up on the ground.

86

Posters originated from sign panels

outside shops during the Middle Ages,

and the subsequent painted signs on

shopfronts. The profusion of shop sign

panels cluttering the streets led to having

to nail their sign panels on shopfronts.

Some shopkeepers then started to paint

their signs on their shopfronts. Posters can

be more or less attractive depending on

budget and prevailing taste.

They convey a key message involving a

slogan and often an image (graphic or

photo).

A Flyer is a document printed on one side (sometimes on both sides). It is

produced cheaply and quickly, and disseminated in large quantities to sensitise

opinion concerning a particular subject, which may be political, commercial, etc.

An invitation card is often prepared with care, thus showing esteem for the recipient

while enhancing the perceived value of the sender. It is produced to announce an

event and, often, to invite a particular audience to take part.

Audiovisual & digital mediaIn the space of 20 years, electronics, the telephone and the Internet have overturned

the smooth-running and apparently stable universe of traditional publications. Digital

media bring into question the use of traditional tools, which need repositioning, a

new concept, and a new definition of their role and usefulness.

Satellites, satellite dishes, cable telecommunications, desktop publishing,

digitalised illustrations and archives…

The press invested in the most modern techniques as of the mid-1970s when they

started to become equipped with computers (a process that was completed well

before the end of the 20th century).

Today, the functioning of the press is 100% digital, whether for inputting or

transmitting information (text and images), or for mock-ups and layouts.

Gone are the days of the teleprinter sputtering information and faxes using precious

paper, full of important and urgent information. Gone are the beautiful photos

created in specialised studios, numerous copies of slides, expensive photocopies

sorted and collated by numerous (and just as expensive) “little hands” that

produced superb press packs for journalists invited to press conferences. Gone,

too, are the days of preparing newspaper mock-ups with spray glue.

87

The VCD (Video Compact Disc) and DVD (Digital Versatile

Disc) are now overtaking the traditional video cassette,

and offer very high visual quality for promotional clips. The

production costs of a film are nonetheless quite high.

8


The CD-Rom (Compact Disc Read-

Only Memory) enables a large quantity

of information to be stored. When it is

designed with graphic animation software,

it can provide a very interactive promotional

tool.

7. The Internet: the medium that recreated the communication system

The Internet is a medium that requires a needs analysis of both the sender and the

recipients in order to find how it can best support an organisation’s communication,

both internally and externally. When it is well conceived, it can be a major tool to

reach numerous targets. Many institutions, businesses and organisations rushed

to launch all-purpose websites that rapidly reached a degree of uselessness and

just added to the media noise. The point is always the same: there needs to be

something new to say and one needs to offer something surprising in order to be

heard. There is a real risk that a site can take on the proportions of an encyclopedia,

as the storage capacity and the information that can be made available are huge.

We will examine further how the Internet can support press relations and how it can

be applied to internal communications.

“Exploring the World”, is an encyclopedia in game form to discover Scouting and the world (available from the World Scout Shop: HYPERLINK "http://www.worlds-coutshop.org" www.worldscoutshop.org). (World Scout Shop, Ref. 94951)

scout.orgThe World Organization of the Scout Movement’s website is the international

showcase of the Movement. It is available in five languages (English, French, Arabic,

Spanish and Russian) and contains global information pages that describe what is

happening in the Organization. Specialised sections enable visitors to discover all of

the educational and institutional areas.

This site is an information platform aimed at improving marketing and promotion, as

well as the interaction between the Organization and its members.

The six regions have pages that provide access to information that is more closely

related to the coordinating activities carried out by the Regional Offices.

The vitality of the World Scouting site also depends on stories sent in by members.

Feel free to visit the media centre: scout.org/media.

The Centenary promotional video was a global success. Produced in five languages, it has been downloaded from scout.org more than anything else.

88

8. Events & ceremonies

Events and ceremonies are special moments in Scouting. They constitute activities

aimed at audiences defined in the Communications Strategy. They thus require

the use of appropriate techniques and relevant tools, which may not all be within

the competencies of a Communications department. Public Relations are often

involved in order to promote the event.

From the perspective of communications, whether one is organising a conference,

a public debate, a staged show, a commemoration ceremony, or a religious

ceremony, the same questions arise:

- What do we want to say?

- What do we want to show?

We need to start from the principle that an event also conveys our image, and that

it will openly symbolise the Movement.

Partnerships are particularly important in emphasising the importance of the event

and in giving meaning to its content.

The symbolic meaning of flags and of what takes place during the rituals and

traditional practices needs to be shared with as many people as possible. If their

meaning is not explained, people may mistake us for some kind of sect!

For example: a Promise ceremony that takes place in public needs to be explained

to the outsiders present. It could also be an opportunity for a “revision exercise” for

any Scouts who may have forgotten the meaning.

Since 2000, the Scouts of Mexico prepared an exhibition in the

main square in Mexico City: a fleur-de-lys

composed of millions of soft-drink cans that they had collected for

recycling. A Public Relations operation as

well as a good deed for the environment.

89

8


9. Crisis communication

“To govern is to anticipate”, as Emile de Girardin, the 19th century publisher,

publicist and politician taught us. The failure to anticipate crises, or to be informed

and prepared for adversity, etc., is synonymous with leaving one’s organisation

without any means of defence, like a victim of an unforeseen event.

The crisis could be due to a serious accident during an event, or unjustified public

criticism. Emergencies and lack of foresight are costly and can be seriously

detrimental to the image and cohesion of the organisation. This is why crisis

communication (and appropriate tools) needs to be thought out in advance in

order to anticipate crises and react effectively.

Managing a crisis situation needs to be limited to a small number of people:

representatives of management, the head of Communications and the head of

the service concerned by the crisis. The organisation’s message needs to be

supported by concrete, irrefutable facts.

The example provided on p. 70 concerning incorrect information on the use of

condoms at world events shows that the need for crisis communication can

emanate from incorrect information. Quickly correcting the information to a wide

audience can thus be the best means of managing the crisis.

In general, the tools needed are:- a plan (an emergency plan in the case of a large event);

- prior identification of targets and how to reach them;

- the organisation’s key messages;

- relevant documentation to strengthen the message to the public;

- the means of disseminating information to a particular, useful audience.

Anticipating a potential crisis in advance will help you to react faster.

In August 2007, musical performances worthy of grand international shows were a highlight on the enormous stage at the 21st World Scout Jamboree in Chelmsford, UK.

90

chapter 9

Working with the media

n For an institution, a business or an organisation, opening up to the world and

addressing public opinion - beyond applying publicity techniques - necessarily

implies dealing with the media. The natural contacts are journalists. Getting them

on board implies questioning the current practices of those who send information,

i.e., the press or public relations services. You need to develop an appropriate

strategy with the media, while bearing in mind how each reacts to its audience/

readership, assess its impact on public opinion and what it can bring to the

organisation. The press is like any other partner: you need to understand how it

works so that you can work better with it. This is the subject of this chapter.

1. Getting to know the media

Your objectives differ from those of the media. The dream is for Scouting to appear

more often in the media and to be given better treatment in the right sections and

with the right photos. The media’s objectives are clear:

- they want good stories;

- they want to sell their programmes or newspapers;

- they want to increase their readership or audience.

How, therefore, can one communicate Scouting’s message while helping the

media to reach their objectives?

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9

The Brand StrategyWorking with the media

Identifying the different types of mediaFirst, you need to identify the different types of media to understand their behaviour

better:

- newspapers,

- television,

- radio,

- the web,

- rumours.

It is important to make a list of all the available media to determine which ones you

can work with:

- what ideology do they follow?

- what are their main interests?

- what specialised sections does each have?

- what style or tone do they use?

Identifying the media that are useful to ScoutingIt is this analysis, which is the starting point to understanding the situation of the

media in your country or region, that will enable you to begin identifying the media

that could be useful to the Scout Movement. The first ones you will notice are the

media that are favoured for offering regular and good visibility of the Movement.

However, you may also notice new possibilities through discovering little-known

outlets, specialised sections or programmes, or by meeting journalists who are

open to new subjects.

2. Understanding the media

Understanding the world of the media enables us to to see them differently and to

move away from a tendency to think that they are in any case unapproachable, or

that it will be difficult to get them to change their prejudices concerning Scouting.

As a world icon, Prince William’s capacity to attract attention enabled the Centenary World Scout Jamboree to be featured in all the international media.

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A few questions- Can you respond fully to the expectations and constraints of journalists? Do you

have an alert system for journalists?

- Can you offer them permanent assistance without inundating them with e-mail?

- Are the documents that you disseminate formatted according to the rules

governing the order of information?

- Do you transmit digitalised documents to the press editorial departments?

- Can you cope with particular requests for information?

- Do you have a search engine function that can retrieve information from any part

of your site?

- Is the information you disseminate listed according to the date it was uploaded?

How are the topics organised?

- Is the documentation that you disseminate permanently available?

- Can you trace, identify and analyse data, measure site traffic, verify the results of

your electronic address book, know which journalists consulted your information

and to whom you need to send a reminder?

If you can answer “yes” to all of these simple questions, then your media relations

service will be relevant from a technical perspective.

Getting to know the journalistsBringing journalists together over a fabulous buffet of snacks or relying on personal

contacts is not enough to maintain good relations with the press.

Journalists cannot necessarily spend half the day attending a press conference

and hunting through a press pack to find some vague press release, typewritten

information and a couple of photographs.

A journalist expects new stories that are likely to interest his/her readers or TV/radio

audience. He/she is always in a rush, overloaded by a continuous flow of information

that may be badly formatted or incomplete – yet, the journalist’s responsibility is to

collect, sort, deal with and prioritise information in order to publish it.

In order to work with journalists, you:- need an address book with their contact details. This requires some research

and updating;

- need to know the media they work for: tendency and editorial policy;

- should not have preconceived ideas about them (e.g. “They don’t like us.”);

- should not be afraid of them (“If I don’t invite that one, he/she’ll make trouble.”);

- should stop saying: “It’s the journalist’s fault, he/she didn’t understand a thing!”

when you do not like an article.

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Developing a media strategyWorking with the media presupposes putting in

place a strategy - that needs to be developed like

any other - over a two-to-three year period with:

- communications objectives vis-à-vis the media;

- precise communications themes, supported by

appropriate key messages;

- a plan of priorities;

- a media plan covering a year or the duration of

the strategy, i.e. a real action plan;

- clear human resources;

- financial resources to implement the priorities;

- a description of the communications tools and

means that will enable you to reach the media

concerned.

A journalist is not necessarily ill-intentioned or incompetent just because he/she did

not use the information as you would have wished! After all, if you liked a particular

article, you would consider the same journalist to be very professional. In order to

work with journalists, you have to change your attitude towards them, which starts

by accepting that the journalist does his/her job of investigating by asking all kinds

of questions in order to understand the situation. Refusing to answer a question or

refusing access to a campsite will raise doubts and, no doubt, suspicion: “What are

these Scouts trying to hide?” As Scouts have nothing to hide, they have nothing to

fear from the press.

3. Talking to the media

Knowing how to talk to the media requires a certain amount of preparation on

the part of the volunteers or professionals working in public relations. You cannot

improvise. What you need to do is to put all the odds in your favour by packaging

the stories as a whole with several important elements:

- a clear idea of what you want to show;

- the use of original hooks that will interest the journalists;

- the Movement’s key messages, expressed in simple terms;

- means of proving that the story is true;

- anecdotes by people involved so as to offer human interest;

- answers that anticipate difficult questions should the need be felt;

- the names of partners working with you.

A Media strategy requires strengthening the skills of those involved in the Scout Movement’s Communications services. Communicating cannot be improvised. Appropriate training plans are needed to identify and develop skills.

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Conveying the message through stories The organisation’s message will come across better if it is conveyed through

stories that are interesting and easy to tell. Illustrating World Scouting’s Mission of

“Educating young people to play a constructive role in society” could be conveyed

by a story about a group of Rovers involved in a community service in a difficult

neighbourhood, for example. The story should describe what they did, what

motivated them to take action, some personal accounts and perhaps even the

reactions of the beneficiaries.

Avoid Scout jargonOne of the reasons that messages emanating from NSOs often seem obtuse is the

use of Scout jargon. If you want someone to understand you, you had better speak

their language. It avoids misunderstandings.

Example: “This morning, six Scout patrols held a Scout’s Own on Bigley Mountain

on the theme of peace.”

Translation: “This morning, more than 40 Scouts aged 12-14 organised a ceremony

of prayer and worship on Bigley Mountain on the theme of peace.”

Choosing spokespeopleIrrespective of the level of Scouting at which one is involved, when appearing in public

(particularly when wearing the Scout uniform), one becomes the representative of

the whole international community. The globalisation of information means that what

I say or do in Geneva can have an impact in Manila or Santiago, and vice-versa. I

therefore need to constantly ensure that when I speak

in the name of the Movement, that I am the best person

to do so and that I am sufficiently informed to convey

the right message.

Thus, it would certainly be wiser to have a smiling and

appropriate young person in front of the camera if one

wants to be credible when stating that Scouting is a

youth movement that offers attractive and meaningful

activities. Training spokespeople, particularly young

ones, is of strategic importance. Being elected to a

position does not mean that one is suddenly equipped

to face the cameras. And you need to be convinced

of that.

Respecting protocol?Being a spokesperson or a representative is not simply a matter of protocol. Protocol

can be a stumbling block that stops the person who is best placed and best able

to deliver the message from doing so. If there are more than three people facing a

press conference, then protocol has become more important than effectiveness!

There are times for protocol, and precise moments for communication.

The World Scout Bureau offers specialised training for spokespeople. In 2007, the

young spokespeople’s training experience put fresh faces in front of the cameras and

reflected a good image of Scouting.

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9


Adapting the tone according to the result soughtTalking to the media also implies adapting to their styles through a tone that

resembles them. For example, one should be serious and be able to give clear

explanations for a specialised magazine on education, and light-hearted and

smiling for a magazine aimed at children.

Questions to ask yourselves before speakingClearly, you should not improvise when speaking to the media, or if you are forced

to improvise, then you should be trained in how to do so. Here are some simple

questions to ask yourselves before speaking:

Relationshipbetween thesender and

the receiver.

Knowing your target

audience.

As in the theatre or in the cinema,

you need to create unity in

terms of time and space.

Empathy:

Finding information:

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Faced with so many questions, you should ask yourselves: Do I have time to ask

myself so many questions if taken by surprise? In reality, it is a thorough knowledge

of the key messages, mastery of the mechanics explained earlier and practice that

will enable you to overcome surprises and reply appropriately!

4. Catching the media’s attention

In order to catch the media’s attention, a position has to be taken based on the

summary of a story… i.e., the pitch. Then, the hook needs to be developed (literally

a hook that will catch the journalist fishing for something of interest). The question is

not “What can I talk about?”, but rather, “What could interest this journalist’s readership

that will enable me to convey my message?” Here are a few hooks for stories on the

World Centenary Jamboree:

- “In a few weeks, we will live the adventure of our lives with 40,000 Scouts from 150

countries.”

- “The Jamboree is a city of young people living in tents for 10 days.”

- “My grandfather was at the Peace Jamboree in 1947, and I’m going to take part in

the Centenary one 60 years later. My family has been in Scouting for

generations!”

Very often, hooks are tied to angles that enable the themes to be treated with

precision in a variety of ways.

AnglesAn angle is a way of approaching a subject or theme. A subject is covered when all

the angles have been touched upon. It is thus possible to repeat certain elements

of a subject and yet still offer something new by examining the topic from a different

angle. Let us examine the theme of youth:

In the context of a pre-determined, planned information campaign on youth, a

series of press releases on youth could be written from different angles.

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Press conferencesA press conference is to announce important news. Otherwise, it is better to

issue a press release or to have a more confidential meeting with a few media

representatives. What is essential is to set a press conference for a date and time

when it is most likely to be well attended. Do not hesitate to give the journalists a call

to confirm that they are interested. Do not forget: a journalist is a partner.

Press releasesPress releases need to be short and limited to a single subject, like a news agency

dispatch. They are not propaganda: they contain information. They need to have a

title, a date and a signature. The objective is to encourage journalists to seek further

information.

The press packThis contains all of the documents needed to inform the journalists and communicate the

organisation’s messages. The content should include photographs, explanatory texts,

and useful handouts concerning the subject of the press conference or the event.

The five “Ws” To be effective, clear and simple, a message needs to answer the follow question:

“Who says what to whom, how, with what effects, where, when and for what

purpose?”

Press visitsThey are useful as they offer an opportunity for closer contact with the journalists

invited and show your desire for transparency.

The press book or press reviewThe press book is a compilation of all the articles that have appeared in the press.

It needs to be updated regularly. It can be organised chronologically or by theme.

It enables you to regularly monitor and evaluate how the press has reflected the

Movement’s work that you were trying to show.

Translations Verifying the quality of translations helps to ensure good communication. There are

at least two situations in which we need translations: in bi- or multilingual countries

and for international activities. A high-quality translation is also a mark of respect.

5. Public relations for an event

The nature of the event defines the type of public relations to be used. By their

very nature, events are likely to generate media interest, particularly if they are

conceived with the media in mind. You will therefore need to include this dimension

by conceiving it along the lines of the communications matrix presented on p.69.

Promoting an event vis-à-vis the media will be more effective if it has an attractive

theme and special guests.

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Media relations for an event- Journalistaccreditations

- Press invitations

- Press kit

- Reminders to journalists

- Press presentation

- Informative chats with journalists (see also: “hooks”)

- Gifts for the press

6. Photos & video

People are often invited to speak in the name of the Movement, but do not know

what image to portray… You simply need to ask the following question:

“How does our image reflect our mission through our actions?”

The image is the reflection of our identityOne cannot expect a photo to reflect our sense of action if it shows people who are

standing around or standing to attention.

One cannot expect a photo to show our aspiration to promote peace if the main

activities involve marching in the streets like a regiment.

The image is the reflection of what we doOne cannot expect a photo to reflect the presence of young people at an event if all

the dignitaries are at the front and the cameras are all turned towards them.

One cannot expect a photo to reflect a modern Movement that is open to the world

if the young people are dressed in a uniform that is 100 years old. It is important to

consider the style that is projected.

You need to show concrete achievements that illustrate Scouting's Mission. A photo

in a newspaper is the reflection of a specific instant. But what is involved before

that? A photo is not something that happens by chance; it reflects something real.

The right choices have to be made before the photos are taken.

Taking a photo involves training one’s eyes to see things in a different light so as to communicate

them to others.

The Chilean Scout radio station, Patio Scout, broa-dcast updates from the UK throughout the 21st

World Scout Jamboree via Internet.

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7. Make the most of relations via Internet

The Internet is the only 100% digital mode of press relations. As we know, one of the

main criteria of the new economy is speed. For journalists, we also need to add the

following criteria: permanence, precision and relevance.

This is why, for the past few major events that WOSM has organised, press relations

have been based on providing a special web-based section for journalists.

The first experiment of this nature took place during the period of the Peace Cruise,

an event involving several destinations, organised in 1999. All of the press releases

and photos were made available at a set time each day in English and French and,

occasionally, in Arabic, Hebrew, Greek or Turkish.

This regular schedule brought the press closer, in particular the agencies, as they

knew where to find updates on the event. The written press was able to download

photographs to illustrate articles. The large news channels, such as CNN,

Euronews and Radio Vatican, determined their coverage based on access to this

information.

This solution meant that there was no need to inundate journalists with e-mail. The

relationship became a partnership, through making life easier for the press.

The right photo:- The choice of place, situation and activity.

- The choice of who will appear in the photo and attitudes.

The right video:The rules are the same, with the addition of a script, adapted to the pitch of the story

you want to tell. The main footage, cutaways and the sound recording will enable to

video to be edited in line with the script.

Online Media CentreA website needs to offer a special area for journalists. On the World Scouting site, it

is called the Media Centre. It contains:

- An up-to-date press kit;

- An up-to-date collection of press releases;

- Handouts on various themes, the schedule of press

conferences;

- A themed image gallery;

- Contact details of the press service, video clips on

various themes.

Online Media Centre : www.scout.org/media

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n By definition, internal communications is addressed to internal audiences

of any association, institution or company, and constitutes a tool that supports

management. What are the implications for the Scout organisation?

1. Communication that supports management

Management is primarily a matter of managing human resources. In order to do

so, all of the techniques of communication are put into practice so as to guarantee

and strengthen cohesion and the members’ adherence to what the organisation

is trying to achieve. Work in this area is aimed at leadership and staff. All members

constitute internal targets. All of the techniques will need to be used to ensure that

they support and buy into the goals and the common project.

Internal communication cannot be dissociated from external communication. As

we consider that each Scout is a vector of communication, we need to help each

Scout to buy into the fundamental aspects of the Communications strategic plan

by offering tools that will help him/her to understand the life of the Movement. He/

she will thus become a “spokesperson” for the project.

Adopting an Image PolicyInternal communication must be based on the organisation’s Image Policy. Thus,

the component parts of the corporate image must be the same for both internal

and external use.

In this respect, the issues of uniform and of the quality of activities are particularly

important. One cannot hope to provide the press with images of an innovative

movement if young people are doing a boring activity in an old-fashioned

uniform.

Internet, intranet & e-mailThe Internet can be used extensively in internal communication, provided that the

people to whom the information is addressed have the physical means needed to

access it: a personal computer with Internet access, or a nearby cybercafé.

chapter 10

Internal communications

See Chapter 15, p. 130§ 5: Specialised fields

§ The webmaster

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10

The Brand Strategythe Internal communication

Using the Internet reduces the production cost of internal communication tools and

the shipping costs of traditional publications, in particular through the use of e-mail.

An intranet system works in the same way, except that security measures need to

be in place to manage who is authorised to access it and to avoid hackers.

2. Scout magazines

The organisation’s newsletter, - the backbone of a Scout organisation’s information

and communication system, - represents a meeting-place, opportunities for social

exchange and personal enrichment.

The Scout magazine needs to convey the

organisation’s values. Its editorial policy

needs to emphasise the Mission, and the

images need to be a reflection of this.

Is it also a tool to attract greater media

attention concerning Scouting, its values

and ambitions?

Scout magazines are no exception to the

recommendations of a Communications

strategic plan for internal target audiences.

It can also be a product to attract external

target audiences, e.g. the non-Scout peers

of current youth members.

A few simple questions when developing a Scout magazine- Is it the Scout organisation’s publication aimed at its members, i.e. produced by

the national team for the members of the organisation? Is it the Scouts’ magazine?

- What is its editorial policy? Has a writing style been established? How does it need

to be written in order for it to be read and understood?

- How can the magazine constitute a “meeting-place” with its readers?

- Have the various sections been defined in accordance with the social and cultural

practices of the readership or according to the interests of the organisation and its

leaders?

- Is the format appropriate in view of the readers’ practices and the organisation’s

purpose?

- How can the degree to which readers feel that they belong to the organisation and

their pride in being readers be expressed? How can it act as a tool that recognises

the readers as a common asset?

- If it is also aimed at an external readership, how will the magazine situate itself

vis-à-vis the competition?

- Have the interactivity and complementarity of the various publications been

thought through?

- How is the magazine disseminated? Does this correspond to the practices of the

intended readership?

A futuristic magazine cover from the Korea Scout Association.

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chapter 11

The Partnerships Strategy

n One cannot imagine Scouting as a thriving and innovative Movement - wherever

it exists and at all levels - without partnerships to help it carry out its Mission in

society. As we said in Chapter 5, under Identifying external trends, “An organisation

does not live in a world of its own” (p.56).

1. Scouting’s partners

Scouting has many partners covering all sectors of society, both public and

private. Partners work with the Movement either bilaterally for a particular project,

or multilaterally for projects undertaken with several partners. These partners are

important for several reasons.

LegitimacyPartners give Scouting a legitimacy that it may not otherwise have in public opinion

when it comes to working on themes for which the Movement is little known. This is

the case, for example, when it works to help refugees, promote equal opportunities,

fight against AIDS, help minorities, etc., with partners who are already well known

for their work in these fields.

VisibilityNext, they offer the opportunity

to increase Scouting’s visibility

through the media and the

partner’s own regular audiences.

There can be greater media

visibility when, for example, a

joint press release is issued to

journalists, or when a joint press

conference is organised.

In terms of public awareness,

there will be greater visibility in

the context of a jointly organised

event. An example is a peace

march with the “Marcia della

Pace” grouping in Italy.

Jacques Moreillon, World Scouting’s Secretary General (1988-2004) meets Nelson Mandela, the patron of Scoutingin South Africa.

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Partners enhance Scouting’s legitimacy, visibility and credibility in public opinion, in

theeyesofthemedia,andintheeyesoftheMovementitself.Legitimacy,visibility

and credibility are three important qualities in terms of changing perceptions

concerning Scouting – both within the Movement and externally.

11

The Brand StrategyThe Partnerships Strategy

CredibilityPartnerships also lend credibility to Scouting’s work:

- either because the partner publicly supports Scouting’s action (e.g. an

environmental protection project carried out with the support of the Ministry of

the Environment in a particular country);

- or because the partner involves Scouting in its own campaigns (e.g. when UNESCO

invited the Scout Movement to become involved in the International Decade for a

Culture of Peace).

New competenciesPartnerships enable the Scout

Movement to work on subjects

that it would not otherwise

broach on its own. This is the

case when WOSM works with the

High Commissioner for Refugees

in order to carry out projects to

assist young refugees in countries

experiencing conflicts. It is also

the case when it promotes youth

policies at international level in

association with other members of

the Alliance of Youth CEOs 1. They

enable the Scout Movement to

work in specialised fields, through

gaining new competencies.

1 The Alliance of Youth CEOs is composed of: the World Alliance of Young Men’s Christian Associations, the World Organization of the Scout Movement, the International Federation of Red Cross and Red Crescent Societies, the World Young Women’s Christian Association, the World Association of Girl Guides and Girl Scouts, and the International Award Association. This alliance has resulted in the production of the following documents: “The Education of Young People: a statement at the dawn of the 21st century”, “National Youth Policies: for a youth that is autonomous, supportive, responsible and committed”, “Girls and Young Women in the 21st Century: A call to action”.

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New resourcesPartnerships are all the more important as they can also generate new resources

for projects.

In general, partners will not finance Scouting’s operating costs, but will agree to

provide political and financial support for specific projects. In such cases, the

Movement will not only have acquired greater legitimacy, visibility and credibility,

but also financial resources with which it can take action.

At international levelScouting’s most frequent partners are:

- inter-governmental organisations, such as the United Nations system via its

agencies and commissions: UNESCO, UNICEF and UNAIDS. Or the Council of

Europe and the European Union;

- international non-governmental organisations, such as the European Youth

Forum, the Alliance of Youth CEOs, Save the Children, Care International, Handicap

International, etc.;

- governments, e.g. cooperation projects involving matching grants, or support for

the organisation of an event in a given country.

At national levelAt national level, Scouting has public and private partners who are usually:

- the government, represented by the ministry responsible for Scouting, or

parliament;

- associations and non-governmental organisations (NGOs): youth platforms (e.g.

national youth councils), or national committees of specialised associations;

- representatives of inter-governmental organisations: the national commissions of

UNESCO, the national delegations of UNICEF, the national offices of the

European Commission;

- local and regional authorities, regional parliaments, etc;

At local levelIt is at local level that Scouting is closest to the action. It is at this level that it could

initiate interesting new partnerships, and develop the three qualities mentioned

earlier.

Local partners are usually:

- the town council;

- religious leaders;

- youth clubs and associations.

How can we go beyond these usual partnerships? What could transform the

perceptions of public opinion concerning Scouting through increasing legitimacy,

visibility and credibility? Innovative action with unexpected and relevant partners!

As the local level certainly enables closer contacts, it is at this level that the trio of

legitimacy, visibility and credibility can help Scouting’s image to evolve rapidly in a

positive direction.

See Chapter 12, p. 114 § 7: Fundraising:

using partnerships

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2. The Scout Movement & the civil society

For all the reasons that we have just mentioned, we believe that the Scout

Movement needs to be positioned not only as a youth movement, an educational

movement, or as an association, but especially as:

- a non-governmental organisation,

- that acts locally but also globally, at world level,

- that takes concrete action in civil society,

- in a general field (the education of young people), but also in specialised fields,

when it works with partners to respond to clearly identified social needs.

A non-governmental organisationWhat is a non-governmental organisation (NGO)? In general, it is a body that is the

result of a not-for-profit private initiative, whose objective and status are recognised

by a government or an inter-governmental organisation.

For example, at international level, WOSM has consultative status with the Economic

and Social Council of the United Nations 2, and the Council of Europe.

For an NGO, one could almost use the same qualities that we seek to achieve for

young people, i.e.:

- autonomous, free of any tie with a state, government, or body in the economic

sector;

- supportive, actively caring about social issues;

- responsible, able to keep commitments and complete what it undertakes;

- committed, affirms its values and Mission and acts accordingly.

The relationship contextThe following diagram illustrates the relationship context of an NSO. The type of

relationship may be defined in a more specific way, depending on the partner.

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2 Since 1947! Even knowing this could change the perception in the eyes of people who are sceptical about the Movement’s nature, breadth and activities.

See Chapter 17, p. 138§ 4: Sector evaluations

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A global & local MovementA great advantage of Scouting, if we recall Jacques Moreillon’s belief, is that

Scouting has a global responsibility in a global world, is that Scouting is both global

and local.

The famous slogan “Think globally, act locally” easily applies to the Scout

Movement. This said, the World Scout Bureau has never launched a worldwide

campaign that is automatically taken up at local level. Similarly, no local initiative

involves major campaigns at world level. And yet, without wishing to change

WOSM’s nature, one could imagine that, for example, just as the NGO community

takes action to support the recognition of women’s rights on Women’s Day (which,

in Europe, is celebrated annually on 8th March), the entire Scout Movement could

take action on a specific

day for a specific cause.

It would thus affirm its

unity, global nature, ability

to take action locally, and

the universal nature of its

values.

In France, this was the

challenge that ATD-Quart

Monde (ATD Fourth World)

set itself (and succeeded

in achieving). October 17

has been established as

the International Day for

the Eradication of Poverty.

It was able convince other

partners to take part in

this commemoration,

including the Council of

Europe.

The Global Development VillageThe birth of the Global Development Village (GDV) in Korea, in 1991, was a major

innovationatWorldScoutJamborees.

The GDV is organised like a real village with a main square. Each of its main roads

is devoted to one of the themes to learn about (education, environment, health,

human rights, etc.) and is where the Movement’s partners propose workshops and

exhibitions.

The GDV is therefore an activity area whose objective is to help Scouts to gain a

better understanding of issues facing the world today, discover what they can do to

help solve them and learn concrete techniques that can be used back in their home

communities.

Adding colour to everyday life helps to create a better world.

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An actor in civil societyScouting belongs to the civil society sector because it is recognised as a

non-governmental organisation acting independently of the sectors representing

power or business.

A Movement that is both a general & a specialised actorLike a doctor, the Scout Movement is both a “general practitioner” and a specialist.

It is a “general practitioner” in terms of issues concerning childhood and youth. It is

a specialist when it comes to non-formal education, peace education, education

for citizenship, environmental education, etc.

Thanks to its partnerships, it can develop expertise in numerous specialised

fields.

It is by segmenting its work according to issues and themes that the Movement

becomes specialised and can hope to develop partnerships that it had not

considered previously.

The challenge of developmentThus, because the Scout Movement is a non-governmental organisation that acts

locally as well as globally, and is a real actor in civil society in a general field (youth

education), but also in specialised fields, in order to respond to clearly identified

social needs it has to be recognised as an agent that contributes to social

development. Moreover, the Movement affirms its role as a “social force”.

Development concerns several dimensions: economic, cultural, social, democratic,

ecological. We repeat: in B-P’s last message, he invited Scouts to: “leave this world

a little better than [you] found it”.This mission is close to the definition of the United

Nations’ World Commission on Environment and Development: development

that “meets the needs of the present, without compromising the ability of future

generations to meet their own needs” 5.

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5 The role of Scouting in strengthening civil society, Euro Scout Doc. N°3, 2004. Giuseppe Porcaro and Richard Amalvy.

The functions of the civil societyAlthough there is no stable definition of civil society, one can nonetheless list its

functions :

- mediation;

- counter-power that increases state responsibility;

- an intermediary for the participation of citizens;

- promotion of social cohesion and the quality of society;

- contribution to a sense of solidarity;

- promotion of socialisation learning;

- stimulating plurality;

- creating social capacities.

(Civil Society and International Development, North-South Centre of the Council of

Europe, OECD Development Centre, 1998, p.17.)

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3. Sharing Scouting’s values with others

It is easy for Scouting to invite an NGO or an inter-governmental organisation to

become a partner for common projects that are built on the promotion of common

values. When the Peace Cruise was launched in 1999, WOSM invited UNESCO,

the European Union and the North-South Centre of the Council of Europe to

become partners, based on programmes involving the promotion of common

values. For UNESCO, this was the “International Year of a Culture of Peace”; for the

European Union, it was the “Euro-Mediterranean Youth Action Programme”; for the

North-South Centre of the Council of Europe, it was the “Transmed Programme”.

This establishment of partnerships is close to the method of co-branding, which

consists of associating two brands so that both benefit from each other’s market

share. However, can Scouting refuse partnerships, especially if these potential

partners were to provide a large amount of funds? Yes, if the values of the potential

partner (organisation, company or government) were contrary to Scouting’s

values.

4. Lobbying & Institutional Relationships

Lobbying consists of work aimed at a defined target (e.g. parliament) to achieve

a defined goal (e.g. to get legislation passed). Work of this kind is based on the

pressure group system. The method of preparing lobbying action is the same as

the presentation in the chapter on preparing a strategy.

Institutional Relationships constitute the usual tool for lobbying action. It enables

you to:

- establish a monitoring system of Scouting’s “hot topics”, e.g. changes in

legislation concerning youth activities;

- react towards a target as soon as action is needed, e.g. to inform parliamentarians

who belong to the World Scout Parliamentary Union (WSPU).

The World Scout Parliamentary UnionJustasthere isan InterparliamentaryUnion,whynothaveoneforScouting?The

answer to this question led to the creation of the World Scout Parliamentary Union

(WSPU) in Korea, in 1991. It is a world network of parliamentarians from all political

tendencies with a single common denominator: they are all former Scouts or people

who believe in Scouting’s ideals and who want to use their political influence to

support the same Scout values that helped to make them who they are. WSPU is a

network of national Scout parliamentary associations. Associations exist in nearly

100 countries around the world. Their members are parliamentarians.

wspu.net

See Chapter 12, p. 114§ 7: Fundraising: using partnerships

In 2003, James Wolfensohn, then President of the World Bank, launched consultations on the creation of a youth strategy, with the support of World Scouting. By his side are Richard Amalvy, who at the time was Director of External Relations at the European Scout Region, and Giacomo Filibek, Chairman of the

European Youth Forum.

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A meeting between representatives of international youth organisations and Ban-ki Moon, United Nations Secretary General. New York, October 2007.

Lobbying requires the ability to empathise with the institution in question, in other

words, to put oneself in the shoes of the interlocutor so as to better understand

(and thus adapt to) the other party.

5. Representing the Movement externally

This consists of sending a representative of the Movement to a particular body, in

the context of both:

- partner relationships;

- institutional lobbying.

Scouting & the United NationsOn the 10th anniversary of the International Youth Year in 1995, the United Nations

strengthened its commitment towards youth by guiding the response of the

international community towards the challenges that youth would have to face

by the new millennium. It did so by adopting an international strategy, the “World

Programme of Action for Youth to the Year 2000 and Beyond”. This programme

encourages governments to be more responsible towards youth aspirations, and to

inverse the tendency to consider youth as a problem so as to make them a resource

for the future. World Scouting has supported the programme by playing an active

role during the United Nations’ General Assembly and in its various commissions.

The Scout Movement works with most UN agencies and the majority also take part

intheGDVduringJamborees.

WOSM has had general consultative status with the UN’s Economic and Social

Council since 1947. This long-standing contact dates back to the open relationship

between LordBaden-Powell and the LeagueofNations, following the FirstWorld

War.

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n The purpose of this chapter is to show how we can ensure financial autonomy

and sustainable financing for an organisation through a strategy to mobilise

resources.

1. Prerequisites for success

What aspects of strategy and planning need to be in place before a resource

mobilisation strategy can be developed? They are the prerequisites that we need

to establish by asking ourselves a series of questions that will enable us to have

an overview of the totality of possibilities, alternatives and means of diversifying

resources. These questions also need to be asked when thinking of financial

backers and donors, and of the demands for transparency and accountability that

they will make before making a commitment.

chapter 12

The Resource Mobilisation Strategy

The prerequisites- Establishing priorities: How does an NSO progress in identifying budgetary and

investment priorities?

- Establishing a budget: How does one establish a budget? Is it a series of figures

or the financial expression of policy and strategic choices?

- The financial system: Does the financial system chosen improve the transparency

and clarity of accounts, and reports to donors?

- Public image: How does an organisation progress with creating a positive public

image of Scouting?

- Marketing: Does the NSO have the means to implement a Marketing plan that can

attract future donors and patrons?

- The clarification of values: Why is it so important to clarify Scouting’s values

before developing a resource mobilisation strategy?

- The cause that Scouting defends: Has the NSO clarified the cause for which

Scouting exists in order to share it with donors and patrons?

2. Promoting the cause of the Scout Movement

Why should donors finance development work? The Scout Movement often makes

the mistake of thinking that the very fact that it exists should suffice to attract donors.

Instead of promoting the Scout Movement (its structure and members), one could

See Chapter 2, p. 16§ 2: Three major elements in

establishing a brand

11112

The Brand StrategyThe Resource Mobilisation Strategy

envisage highlighting its cause: What is the use of Scouting? Be prepared, fine.

But what for?

An identified cause enables us to create a closer relationship with donors who

identify with it, who are moved by it and who share it. Once that is established,

the marketing effort needs to focus on promoting this cause, on making it

understandable, legitimate and credible. The means of carrying it forward are then

simply strategic options that enable us to choose means that are appropriate for

the targets.

3. Strategic options

The strategic options depend on short- and long-term priorities and needs:

- creating capital and making it bear fruit

- managing intellectual property

- financing projects by appealing for donations

- creating services and getting them paid for

- reducing or increasing membership fees

- monitoring expenses and re-attributing means

4. Branding & Brand management

WOSM and its member Organizations know how to “do Scouting”, but they need

to know how to sell it. It needs “clients” (young people, future volunteers, partners)

to buy and adopt it. The sociologist Everett M. Rogers established a model to

explain the diffusion of a new product. This model can help us consider how to

manage the Scout brand 1:

Here, the capacity for innovation that we examined in the chapter on identity is

essential. Brands are born, live and die. In order to exist, they need to be able

to renew themselves. For the World Intellectual Property Organisation (WIPO) 2, a

trademark “is a distinctive sign which identifies certain goods or services as those

produced or provided by a specific person or enterprise”.

Branding is a very abstract field. It concerns contributing to a brand’s strategic

development, positioning, management or added value. Branding can be

conceived as a life-time project for a company. And why not for a non-

governmental organisation? Managing a brand requires patience, rigour, depth

and consistency. This implies constant strategy, a clear vision of the objectives to

achieve, participation, and also the development of awareness amongst members

so that they, too, convey the qualities of the brand.

1 The diffusion of innovation,Rogers, 1962.

2 WIPO is based in Geneva. www.wipo.org has interesting information on trademark protection (Madrid system).

112

Brand protectionAs a brand name has a considerable symbolic connotation (e.g. Jaguar symbol-

ises speed), the word “Scout” needs to be protected. It cannot be trademarked as

the word exists in a generic sense, but it can be protected morally.

The best way of morally protecting the word and the brand name “Scout” is to

show what it is and what it is not. In the chapter on image, we saw that the image

is the result of an equation involving values, perception of values and Scouting

practices. We also saw in the chapter on partnerships that Scouting’s legitimacy,

visibility and credibility depend on its capacity to reach out and on its level of

partnerships.

Let us come back to legal protection. This can only be applied if the brand exists

and has been registered as a trademark. It can sometimes be applicable in the

event of moral damages suffered by an association and its members, for example

if someone makes illicit use of symbols, emblems and logos. In such cases, it is

worth getting specialised legal advice and checking current legislation.

Pirating our own brandThe brand logo is World Scouting’s signature. It consists of the World Scout

emblem (the fleur-de-lys), the word “Scouts” (our name is our fame), and the Vision

“Creating a Better World” (our big idea).

This brand is protected by international treaties on trademarks. Failure to respect it

is an act of piracy. Every member of the Movement must act responsibly and help

preserve its integrity.

For more information: scout.org/brand

5. Marketing & corporate image

Since the times of ancient Egyptians and Greeks, craftsmen authenticated their

products through an identifying mark. In order to distinguish themselves from

their competitors, whiskey producers did the same by branding their barrels. For

the same reason, it is important that the Scout Movement has a corporate image

(at world and national levels) that serves to distinguish and represent it. However,

a corporate image is not a brand image. The brand is not simply a logo or an

emblem. According to WIPO, a trademark is not simply a sign that distinguishes the

company, it is also the services that set it apart from its competitors.

For Scouting, therefore, the brand is not simply the fleur-de-lys. It would mean

associating the word “Scout” and the fleur-de-lys with the values and qualities that,

through an association of ideas, would create a representation of Scouting for its

target audiences.

In order to do so, you could use the strategic planning method presented in

Chapter 7.

See Chapter 8, p. 82§ 5: Image Policy & corporate image

§ Corporate image

See Chapter 3 p.25§ 10: The elements of differentiation

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6. Merchandising & Scout shops

Merchandising in ScoutingMerchandising consists of using names, the image of celebrities, events, logos,

works of literature or art for promotional or commercial purposes.

This practice is growing and has already reached the Scout Movement, which

knows how to use it to find new resources.

12


Merchandising involves at least three areas of interest for Scouting:

- brand merchandising, based on products bearing the name, emblem or logo;

- celebrity merchandising, e.g. products bearing the image of the Founder;

- event merchandising, based on products related to the image and content of

events (e.g. a Jamboree).

Merchandising needs to respect both the corporate image of the organisation and,

of course, its values. For example, one could not imagine using a logo on a T-shirt

that does not correspond to the organisation’s visual identity (including the use of

colours).Neither could one imagine producing bottles of beer with the organsation’s

logo at an alcohol-free event (e.g. a Jamboree). Thus, merchandising needs to be

in line with a code of ethics. For example, one would avoid products involving the

use of child labour or those made from banned materials, such as ivory.

Legal protection for merchandising involves trademark law and legislation

concerning copyrights and unfair competition.

It needs to be prepared very carefully, integrating the registration of all possible

variations of the trademark and requires considering all possible ways in which it

could be imitated or used for illicit purposes. It also involves considering how to

counteract any such actions using the provisions of the law as mentioned above.

All these items are on sale at Scoutstore, the official World Scout shop.

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Scout shopsScout shops can use the principles of merchandising. In fact, it would be better to

say “must use”, in order to ensure exclusivity of distribution and sale of products

bearing a Scout trademark.

These products can be aimed at an internal client base. For example, it would be

a good idea to use products that could strengthen the sense of belonging, pride

and innovation by producing items that appeal to young people.

For sales to an external audience, the products could serve to promote the

Movement and its values. Fair trade could be a good way to convey the

Movement’s values, while creating a revenue stream for the Movement, as well as

an income and a gesture of solidarity for the manufacturer.

See Chapter 11, p. 108§ 3: Sharing Scouting’s

values with others

The World Scout ShopThe World Scout Shop sells items related to Scouting (clothes, badges, etc.),

training materials, educational publications, as well as equipment for camping and

open-air activities. WOSM started this enterprise in 1995 to ensure the distribution

of its products and to generate funds to invest in new services. The shop functions

as an online retailer as well as a wholesale distributor for retailers throughout the

world.

The shop belongs to Scout Resources International, a company based in France,

near the Geneva border. This company has a permanent license to make commercial

use of World Scouting trademarks.

For more information: worldscoutshop.org and scout-store.com

7. Fundraising: using partnerships

Partnerships can be a generous source of project funding for Scouting. Financial

partnerships are differentiated according to who provides the funds and their

source.

It is important to invite the financial partner to appear in public in order to use the

technique of co-branding and to benefit from sharing, or even exchanging, brand

images. This can be done quite simply, by working out a common Communications

plan. The scope could range from printing the partner’s logo on promotional

materials to a joint advertising campaign.

Such promotional efforts should not stop at showing that a partnership agreement

exists, but should build on the reasons underlying the partnership: common visions

and values, projects and action. Do not forget to work closely with the partner’s

Public Relations or Communications department or service.

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Grants & institutional matching grantsGrants come from governments, inter-governmental organisations and institutions.

Generally, nothing other than the implementation of the project for which the grant

was given is required in return.

Matching grants (co-financing) imply that the beneficiary organisation needs to

make a financial or material contribution in addition to carrying out the project.

Sponsors & patrons A sponsor provides support in return for promotion or advertising. A sponsor may

wish to benefit from your image, or show that it shares your humanist values.

A patron (in the sense of philanthropist) is a - generally wealthy - natural person

(or a corporate body) who provides material or financial support without any direct

benefit in return.

A patron (in the sense of benefactor) may be a natural person (or a corporate

body) who simply helps you to launch your project. Such patrons are precious, as

the initial resources are often the hardest to secure.

For some events, a patronage

committee can have a federating

effect. Such a committee was

created for the Peace Cruise in

1999, and included Yasser Arafat,

Federico Mayor, Shimon Peres

and Romano Prodi, to cite only

a few members. Each member

contributed in one way or another

to the success of the project.

For example, the Shimon-Peres

Foundation provided financial

support for the legs of the Cruise

around Israel.

8. Creating & leading projects

All too often, people think that an idea is self-sufficient – but an idea is not a

project. In order to move from an idea to the implementation of the idea, we need

to pass through the project stage. Just like the definition of a strategy, preparing

a project takes time. A project involves analysis, preparation, conception and

implementation, and requires a precise and meticulous methodological approach.

The most difficult period is when you are the focal point for the project – i.e. a time

when the project is on your shoulders and you have to literally carry the project

forward. This aspect is particularly important while fundraising.

The various Scout.Boom.Comm tools may help you to improve how you support

projects, and bring your ideas to fruition.

12


The adventurer Steve Fossett was a member of the World Scout Committee. Famous for his numerous high-adventure records, Steve carried the colours of World Scouting high in the sky on Virgin’s Globalflyer.

116

9. Donation campaigns

Organising a donation campaign requires using advertising and marketing

techniques.

Donation campaigns are very often directed towards a target audience that is

familiar with Scouting. You therefore need to “work” on this audience, by appealing

to emotions or experiences in order, for example, to reach former Scouts or former

Scouts’ relatives. You could appeal to people who were never involved in Scouting

(by making them dream of what they missed), and who may be prepared to

support the Movement.

Submitting a dossier for financial supportThe following is a proposed outline of what you should submit when seeking financial

support. Apart from the content, the presentation of the dossier is very important.

We thoroughly recommend that you do your utmost to show what you and your

project are capable of achieving through a well-designed layout. Your credibility will

also be conveyed by everything you do to improve the perception of those reading

your dossier (who do not know you). Consider your dossier as a medium.

1. A brief introduction to the project.

2. A brief presentation of the body submitting the project.

3. A presentation of the project including the reasons or observations that led you

to create the project, a presentation of the objectives, activities and means.

4. An outline of the Communications plan (if needed).

5. The project plan.

6. The project’s budget.

7. The evaluation method and expected multiplier effects, both for the project and

for the sponsor.

8. If necessary, the terms of agreement.

9. Annexes – to provide additional information that is not in the main text.

10. Illustrations (photographs, maps, etc.).

How should you present a project ?The key to success in fundraising is quite simple: a convergence of interests.

The French pilot and writer Antoine de Saint-Exupéry once said that “love is about

looking in the same direction”.

Fundraising is fairly similar. You have to look in the same direction through

negotiations that will guide the project leaders’ ambition and will towards the

desires and possibilities of the source of funding.

In order to do so, you first have to introduce yourselves and introduce the project.

Next, you have to negotiate. Then, if support is agreed, you have to ensure the

follow-up that will contribute to increasing the Movement’s credibility in the eyes

of the sponsor.

117

Recommendations concerning the promotional tools to establish in order to

implement the campaign are provided in Chapter 8.

The main points of a donation campaignA donation campaign must respect certain rules and principles that need to be

communicated to the target audiences:

- be transparent;

- inform them of your code of ethics (you may wish to join an NGO grouping of

campaign organisers);

- let them know how their money will be used;

- make sure that only a reasonable percentage of the expected funds will be used

for the management of the campaign;

- provide regular status reports.

The communication streams of the campaign will need to be based on common

values (i.e. those presumably shared by the recipients of the promotional

materials). It is by showing concrete action that embodies these values that you

can elicit memories, emotions, regrets and support.

The donation campaign needs to be based on an analysis of a database of names,

which can be carried out through sociological tools that will enable you to become

familiar with each individual target and to adapt the message accordingly.

12


See Chapter 8, p. 84 § 6: Means & tools of communication

118

Special eventsEvents can be organised for fundraising purposes.

However, as for any fundraising campaign, work out your budget carefully to make

sure that you do not spend more in organising the event than the funds you expect

to receive!

The World Scout FoundationThe World Scout Foundation, which was launched in 1977, provides financial

support to World Scouting by actively seeking contributions from donors,

foundations, businesses and governments that seek to invest in youth programmes.

It has a fund of over 50 million Swiss francs. Its regular income is made available to

World Scouting. His Majesty, the King of Sweden has been the Honorary Chairman

since 1977.

The Baden-Powell Fellowship recognises people who have made a financial

contribution and who are committed to supporting the development of Scouting

around the world. There are currently more than 1,600 members in 70 countries.

For more information: scout.org/foundation

Scout foundationsScout foundations are an excellent means of establishing a stable income. Simply

creating one requires considerable energy and powers of persuasion. And you will

need even more to raise the capital that will subsequently generate disposable

income in the future.

While a Scout foundation will be a legal entity in its own right (and will thus be a

separate body from that of the Organization), it is important to ensure that statutes

allow for this, and that the creation of a foundation will not lead to a dysfunction

in terms of the Image and Communications Policy. The global strategy of the

foundation and its Communications strategic plan need to integrate part or all of

the NSO's Image Policy and corporate identity. Foundations are used to organise

fundraising campaigns and bequests.

See Chapter 8, p. 88§ 8: Events & ceremonies

How to organise these eventsThese events need to be organised according to the model presented in Chapter 8.

When they are successful, they fulfil several functions:

- fundraising,

- a Public Relations operation,

- a public affirmation of the Movement’s values and action,

- a get-together of current and former members, etc.

If you have a foundation, it is useful to organise this kind of event under the auspices

of the foundation.

H. M. the King of Sweden visiting the Jamboree like any other Scout.

119

10. Taking an interest in one’s heritage

Scout heritage can also generate resources. Here is a brief list.

PropertyMaking the most of property is a response to two vital challenges facing certain

organisations:

- What can we do with property that is depreciating and that requires

maintenance?

- How can we find new resources?

It is the combination of these two questions that have led certain associations to

create youth hostels, recreation centres, etc., in buildings or on land that they own.

Renovating and adapting property for such purposes often makes use of volunteer

labour and patrons. Then, hard work is also needed to promote the new services

and, especially, to ensure that they will be managed effectively.

Intellectual & cultural heritageScouting’s intellectual and cultural heritage is evidently composed of archives,

but also of literary and artistic works: writings, photos, drawings, etc. When the

headquarters move, national teams leave and heads of services change, valuable

items can become dispersed. In the confusion, passionate collectors may seize

an opportunity or, worse, speculators may take advantage of the situation to sell or

exchange valuable works of art or literature.

There are a number of such cases in Europe. In France, the drawings of the

renowned artist Pierre Joubert are highly sought after. In Belgium, there are

countless comic books or strips that use the theme of Scouting.

One can consider these works in two ways:

- either they are simply considered as part of the association’s capital;

- or they are put on exhibition, or are reproduced.

In the latter case, copyright royalties and sales would provide a revenue stream.

You would need to organise a Public Relations event to launch the exhibition or

the reproductions.

Doing so requires measures to protect the heritage

against imitations and counterfeits.

History & merchandisingIf we stand back to take a good look at our cultural heritage,

there are a number of merchandising opportunities in reprints

and reproductions. For example, a portfolio of original

sketches created by well-known comic strip artists, or

the reproduction of early posters for a commemorative

event.

12


See Chapter 4, p. 24 § 2: What is the use of archives?

Before Tintin became the most famous comic strip reporter, he was called Totor, and was the leader of the Maybug Patrol. Today, one cannot use Tintin drawings… the rights are highly protected.

Impeesa, the great adventure of Baden-Powell. A cartoon published by Lizard Edition, in 2007, under the auspices of the World Organization of the Scout Movement. Ref. Scoutstore 10061

Part 3: Implementing the Strategy

chapter 13 Planning 122 Why plan the Communications Strategy? The duration of the plan.

Establishing a work programme. Preparing a planning document.

chapter 14 The work structure 124 Providing an operational framework. A possible organisational structure.

Analysing the resources needed. Territorial networks.

Transversal cooperation.

chapter 15 Internal & external human resources 126 Communications: a real profession. A network of local leaders.

Training. Specialised fields.

Finding the resources to implement the plan. External resources.

chapter 16 The Communications budget 134 Part of the general budget. Specific budgets.

Preparing an External Relations budget.

chapter 17 The stages of evaluation & multiplier effects 136 Using pre-determined indicators. Sector evaluations.

The evaluation method. Multiplier effects.

The stages of evaluation.

122

chapter 13

Planning

1. Why plan a Communications Strategy?

Planning enables Communication to be integrated into the general policy of the

organisation through providing it with a framework that is accepted and organised.

Planning should not generate constraints. On the contrary, it should create a

working space over a period of time that is sufficiently flexible so as to leave room

for creative work.

The advantages of planning- it provides a coherent framework for activities;

- it enhances the value of Comunications within the organisation;

- it clarifies the role of the three areas of the “Scouting’s Profile” priority

(Communications, Partnerships, Resources) within the organisation’s activities;

- it provides the opportunity for internal debate and may help to discard obsolete

practices;

- it counteracts the idea that Communications is simply a series of means and a

collection of tools;

- it enables follow-up, monitoring and evaluation to be carried out;

- it stimulates a pro-active approach;

- it helps to prioritise the actions to be taken;

- it allows us, every so often, to question whether we are on track or not;

- it legitimises the budget allocation.

2. Establishing a work programme

Planning involves examining all of the steps needed to guarantee the results of

our work. This is why it needs to cover the medium term and be broken down into

four main stages: analysis or audit, preparation and conception, implementation

and evaluation.

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13

Implementing the StrategyPlanning

3. The duration of the plan

The recommended duration of a Communications plan should be similar to that of

the global strategy plan, i.e. around three years. Beyond that, the plan will become

less relevant as economic factors accelerate and new communication and

information technologies appear. If the time frame is shorter, it will not be sufficiently

forward-looking.

You must accept to take your time. Solving an image problem or building a true

Public Relations Strategy cannot be done in a few weeks.

4. Preparing a planning document

The plan needs to be written down and be included in the Communications

strategic planning document.

The document should be simple, synoptic, understandable and easy to read so

that it can be shared and used regularly as a time check for when you need to

follow up on, or undertake, communications activities. Evidently, the plan can

always be revised to fit in with changes in the organisation’s overall schedule of

events and to adapt to unforeseen circumstances.

See Chapter 7, p. 74 (table)§ 15: Taking one’s time

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chapter 14

The work structure

1. Providing an operational framework

A plan is a tool to establish stability and forward-thinking. It describes an

operational framework that sets out everything that needs to be done, and by

when.

The coherence of a plan requires a working method (with a schedule) that ensures

the operational complementarity and transversality of the work to be undertaken,

as well as that of the people who are closely involved in the work.

The plan needs to provide objectives and work streams, and structure the

implementation work by indicating exactly what material and human resources are

necessary.

2. Analysing the resources needed

The work structure needs to be established according to an analysis of the human

resources (volunteers and professionals) needed to implement the objectives of

the strategic plan.

This analysis needs to take into account the organisation’s financial resources

and anticipate the people who will need to be mobilised during the course of the

plan.

3. Transversal cooperation

Transversal cooperation will firstly concern the two main blocks of “internal

communication” and “external communication”. As there can be no discrepancy

in how the basic elements of the Image Policy are used (e.g. the visual identity), if

the two entities are separate, they will need to communicate.

To take a concrete example, that of the use of the website for internal and external

communication, a decision will need to have been made as to which service (in

one of the two blocks), is responsible for the site.

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14

Implementing the StrategyThe work stucture

Cooperation is also indispensable in the following departments:

- Youth Programme, so as to enhance the value externally of the work that the

Movement undertakes;

- Adult Resources, so as to establish networks and recruit volunteers who are

specialised in Communications;

- the financial services, so as to organise fundraising.

4. A possible organisational structure

The different departments need to be created according to the organisation’s

needs and resources.

While we are presenting an ideal situation, in reality it is often just one person who

has to deal with all these aspects. Perhaps groups of volunteers could be created,

which (under the responsibility of a national Communications, External Relations or

Public Relations commissioner) could fulfil these functions and carry out the tasks

of these various departments.

5. Territorial networks

Territorial networks can be strengthened by volunteers who fulfil the functions

needed to develop internal and external communications at their level. These

networks can include Scouts and former Scouts who work professionally in the

area of Communications.

See Chapter 15, p. 128§ 4: A network of local leaders

“We must therefore re-interpret the functions of the Bureau in a systemic manner since it is clear that the Bureau must adapt both its operational structure, and its way of operating to better respond to the needs and better serve NSOs”. Luc Panissod, Acting Secretary General. Report to the World Scout Conference, July 2008.

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chapter 15

1. Communications: a real profession

The three areas of the “Scouting’s Profile” strategic priority (Communications,

Partnerships, Resources) require a high level of skills. Depending on the

organisation’s size and financial means, these skills may be put into practice by

professionals or volunteers.

Taking into account the organisation’s circumstancesEvidently, every NSO does what it can with the human (volunteer and professional)

and financial resources at its disposal. In this chapter, we will examine what the

most adequate structure could be in view of an NSO’s real circumstances and

ambitions. This said, we recommend that Communications should be practised

in the most professional way possible. This means that if competent professionals

are not available, the NSO’s leadership will need to invite volunteers in charge of

this sector to be trained or to work with professionals who volunteer their time. And

you may have such professionals amongst your former Scouts!

Internal & external human resources

Amateurs are false friendsCommunications is not for amateurs. The fact that the tools of information

technology are accessible to the general public makes people think that absolutely

anyone can “do communications”. Forget this. It is just as big a mistake to create

an amateurish website as it is to embark on a strategy by putting in place the means

before thinking about the goals. Moreover, it is often the same amateurs who think

that, because they are familiar with a particular layout or graphics software, they

know all about Communications. By trying to help out cheaply, you will end up with

new style errors and – worse still – errors of substance. If graphic design schools,

communicationsinstitutesandpressattachéschoolsexist,itisforareason.

2. Training

Training plays an essential role in implementing a Communications strategic plan,

especially in a volunteer-based organisation. Whether it is a matter of on-going

professional training to learn about new ways of using technology, or basic training

for volunteers who constitute a network of local leaders responsible for Public

Relations, training is essential and needs to be designed, at national level, as an

element of the strategy’s implementation.

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Implementing the StrategyInternal & external human resources

3. Finding the resources to implement the plan

Finding people with the right skillsThe responsibility for the Communications plan therefore needs to be entrusted

(preferably) to a professional who will be able to grasp the political and strategic

content and be able to find operational and technical solutions.

If a professional’s services are not possible, then a volunteer is needed who is able

to grasp the subject in a professional way. Moreover, this person needs to be able

to write the plan, or at least be able to coordinate the writing.

A special assignmentThe work on the plan could be envisaged as a

special assignment. Based on an assignment

memo addressed to top management, you

could establish the content of the assignment.

The memo would point out:

- the objective;

- the deadline for the plan;

- how it responds to the organisation’s

strategy;

- the need for each level, service and

department to collaborate on its creation.

Content of the special assignment The assignment needs to be carried out in cooperation with your NSO’s services

that are already involved in various aspects of Communications.

Moreover, the special assignment should have the following objectives:

- to establish collaboration between the various departments and levels of the

NSO on issues related to Scouting’s image, Communications, Partnerships and

Financial Resources;

- to coordinate research and the preparation of a strategy (content, budget,

implementation schedule);

- to prepare and produce explanatory materials, as well as training and develop-

ment tools for the national level (which are transferable to regional and local

levels).

Establishing a training programmeTraining will have several objectives:

- to implement the Communications plan at all territorial levels;

- to enable those in charge to specialise in such areas as Press Relations, Public

Relations, Institutional Relations;

- to establish a network of people who are trained and able to disseminate the

organisation’s messages quickly.

Representing the Scout Movement: knowing what to say, how to say it and how to show it. This publication can be downloaded from scout.org/media

128

As mentioned previously, the priority of “Scouting’s Profile” touches upon politically

sensitive elements that the top leadership must be aware of. This is why we

recommend that the approval of the assignment should come from the core

decision-makers (i.e. the elected National Committee and the Secretary General

of the organisation).

Creating a steering groupThe objective of this steering group would be to guide and follow up on the content

of the assignment.

The steering group would be composed primarily of representatives of the National

Committee, the Secretary General, and possibly representatives of members. It

would receive a regular progress report and would meet regularly in order to review

how the work has advanced. It would also organise the evaluation of the plan.

4. A network of local leaders

The Communications (or Public Relations) director could lead a network of

volunteers who are able to spread the organisation’s messages and thus ensure

an effective multiplier effect of information received from national level.

This network could also send information back up to the national level and, in

a transversal way, offer a meeting-place for specialised volunteers on specific

topics.

At local level, the leaders would play the same role as the Communications

director.

Carrying out the special assignment will require a budget in order to conduct

research, cover the fees of expert involvement (if needed) and publish the

document.

The link in terms of hierarchyThe following diagram illustrates why this special assignment needs to be

sanctioned by the top level of the organisation (management and general

assembly). The assignment could be placed under the responsibility of a specially

constituted steering group.

See Chapter 7, p. 45§ 2: Supporting change

See Chapter 17 p. 137§ 2: The evaluation method

129

5. Specialised fields

Here is a selection of specialised fields corresponding to professions that are

exercised in numerous NSOs. They are described briefly below. Each of these

professions corresponds to a department in the work structure.

Communications directorThis is the orchestra leader of Communications in the organisation.

He/she is the link between the Movement and external partners. This person needs

to be able to provide sufficient information on any question asked. If this person

cannot know everything, he/she should have a good knowledge of colleagues’

work in other departments so as to highlight their work when needed.

He/she must be integrated at a high level of the organisation.

Press attachéThis is the person who is specialised in press relations.

He/she needs to be familiar with all of the sectors: newspapers, magazines,

radio, television and specialised websites. In order to work efficiently, he/she

needs to have an address book that not only offers direct access to the media,

but especially to the journalists who deal with issues concerning education and

youth, or subjects in which Scouting is involved, such as the environment, youth

participation, civil society, etc.

The press attaché needs to know which contacts are best suited to treat a particular

subject that the Movement wants to present at a given time.

The press attaché needs to have good writing skills and be able to structure and

summarise information so as to be able to write the press packs and communicate

them. This person also needs to master computer tools so as to be able to

disseminate materials to journalists quickly.

PhotographerThe organisation’s photographer

will have an eye for capturing

the organisation’s image. He/she

produces photos at the press

attaché’s request. He/she may

also work for the organisation’s

magazines and for the website,

using a digital camera.

In some organisations, the

photographer also manages

the photograph library - a major

memory bank for an organisation.Waiting for a smile and capturing the moment.

See Chapter 6, p. 43 § 5: Adding a political dimension

See Chapter 9 p. 92§ 2: Understanding the media§ getting to know the journalists

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130

Graphic designerWhether or not graphic design and artwork are carried out using traditional or

digital means, they enrich an organisation’s communications, both conceptually

and graphically, through making messages more reader-friendly, and above all,

more relevant and effective. It is not simply about arranging the elements in an

attractive way, as the conceptual work concerns both the form and the content.

The graphic designer is the guardian of the visual identity guide, both for internal

and external communications.

A graphic designer who works on the Internet and intranet may also be a

multimedia production designer. Just like for traditional printed documents, he/she

may be responsible for the digital production chain.

The webmasterThe webmaster has become a kind of intermediary in terms of internal and external

communications. When defining what you want out of a site, it is very important

to include the webmaster at the highest level of reflection concerning the mode

of communication that you want to establish. This enables him/her to prepare

Archiving photographsIt is important to file photographs regularly. A photograph loses value if no one can

remember what it represents.

For photos on paper, it is important to prepare captions so as to preserve information

about them. This should include:

- the place and date the photograph was taken;

- a brief description of the situation, the names of the people in the photograph,

and the name of the photographer.

Concerning digital photographs, they can be archived on discs according to the

theme. Software exists to archive photographs with captions.

The publication production processThe graphic designer is often responsible for the entire production process, as

follows:

- a client orders the production of a message (e.g. a publication, advertisement,

etc.), based on the strategy;

- the graphic designer’s team conceives the graphic content and form;

- the graphic designer produces all of the elements of the document to be

published;

- the service bureau transforms the digital data into a format that the printer can

use;

- the printer produces the documents with the support of the graphic design,

- the binder and the finisher put the document in its final format.

131

the structure and administration of the site in a way that corresponds to the

organisation’s needs.

Whether or not the webmaster is a member of staff or a volunteer, he/she is not

simply a technician who manages the site. He/she is also a journalist who directs

a medium, similarly to an editor-in-chief of a magazine. His/her main concern is the

quality of the information provided.

Editor-in-chiefMost NSOs have one or more internal magazines. Producing and writing

these magazines require skills that need to be coordinated by a single person: the

editor-in-chief, assisted by an editorial committee.

The editor-in-chief leads the editorial committee in determining an editorial

direction and yearly plan. He/she ensures that the different writers produce their

articles, and that photographers and graphic artists produce illustrations. He/she

checks proposed corrections made by the editorial assistant and makes decisions

concerning text cuts and the choice of titles.

Editorial committeeThe editorial committee guarantees that the Movement’s messages are conveyed

in internal publications.

The usual tendency is to fill the columns of the institutional magazines with the

institution’s official messages. However, for a youth movement, which is also an

educational movement, it is important to move away from purely institutional texts

in order to reflect the reality of the Movement’s life and concrete action. If the

editorial committee offers room for debate and creativity, it can then be enriched

through youth participation and the participation of local-level volunteers and could

associate people (such as the graphic designer or photographer) whose primary

concern is not just text.

WOSM’s website offers both world and regional information in five languages (English, French, Spanish, Arabic and Russian). Thirty web editors operating from eight offices around the world contribute to it every day.

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132

LobbyistNot all organisations can afford a lobbyist. This specialist in negotiations is the

person who uses contacts to influence decisions amongst members of parliament

and ministry departments. He/she has the keys to open the doors to financing

that will be useful for

developing new activities.

It is important to associate

the lobbyist when writing

grant applications so as

to give him/her the widest

possible vision of your

dossier. Thus, he/she

will become the effective

spokesperson that you

need in order to get your

requests accepted.

6. External resources

You will find external resources through specialised agencies or partners who have

the means of supporting your initiatives in terms of communications.

External consultantsSelecting an external partner does not mean that you are dumping the work on

that party, but that you are seeking a resource, if possible connected to a need

expressed in terms of writing about or implementing action contained in the

Communications plan.

An external consultant is generally either a self-employed individual or a special-

ised firm. We recommend extreme caution because, as we have already said,

External Relations is a true profession. You should have the highest assurances of

the professional capacity of the consultant or consultancy firm that you select.

It would be useful, for example, to make a shortlist of consultants, based on a

pre-determined list of criteria (references, capacity for dialogue, ability to grasp the

issues that you face, creativity, the degree to which methodological tools, budget

and fees are in line with the mandate).

Your partner’s servicesWhen communicating about action undertaken with a partner, we recommend that

you work with your partner to prepare the means and tools of communication and

the implementation of tasks. Doing so will help you both to overcome your weak

points and bring your communication up to the level of your partner. In the event

of a fairly high-level partnership, you will gain new contacts that you can use in the

future.

Meeting the press in Burkina Faso in the presence of the Minister for Youth and Sports. Regional Communications

Forum, Ouagadougou, April 2008.

See Chapter 11, p. 108§4:Lobbying&InstitutionalRelationships

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15


Exploring...

To learn more•KnowinghowtogetorganisedisanessentialelementoftheScout

Method. But do you really know how it works? Do you think the

fundamental elements of this method can apply to adults?

Questions•Whyplan?Anational teamcould launchadebate tohelppeople

to gain a better understanding of the need to plan work before

undertaking it. In order to lead this debate, use the methodological

tools in Chapter 13.

•Why waste time on evaluation? This question is often asked by

those who think that evaluation is a waste of time. Use the

arguments in Chapter 17 to convince your reticent colleagues to

examine the results of the past.

Books•LePlandeCommunication,ThierryLibaert,EditionsDunod,2000.

•LaCommunicationévénementielle,ArnaudduMoulindeLabarthète,

Editions Desmos, Paris, 2001.

•RunningaPublicRelationsDepartment,MikeBeard,TheInstituteof

PublicRelations,London,2001.

On the web•StrategicPlanningKit:a tool tohelpNationalScoutOrganizations

conceive and implement a national strategy. In the strategy section

on scout.org

•The European Youth Council has produced several publications

for leaders of youth organisations that can be downloaded from:

www.coe.int/youth

•AMediaManagers’resourcecentre:scout.org/media



134

chapter 16

The Communications budget

n The success of any plan, and the achievement of the objectives set, depend to

a large extent on the resources available. By starting with priorities, you can prepare

a budget that is action-oriented and based on cost estimates of all the material

means and resources needed to carry out the plan.

1. Part of the general budget

Just as we conceived the Communications strategic plan as part of the

organisation’s global strategy, the Communications budget needs to be conceived

as a part of the organisation’s general operating budget.

The Communications budget could be worked out for the duration of the

Communications plan, and thus establish a schedule for the release of funds.

This schedule will assist in integrating the Communications budget into

the general operating budget over several budgetary years. The recognition of

the Communications policy and its budget go hand in hand, and will lead to

the financial means that need to be made available and put to use throughout

the duration of the plan.

2. Preparing the communications budget

The budget needs to take into account the various planning steps involved from

the analysis to the evaluation.

The cost of preparing the plan- the elements related to the analysis;

- research, expert involvement and reports.

The implementation cost- creating an Image Policy, logos and visual identity guide;

- external services;

- staff;

- estimating resources;

- leading a volunteer network;

- means of internal communication: intranet, publications;

- means of external communication: Internet, promotional materials;

- special events.

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Implementing the StrategyThe Communications budget

Evaluation and multiplier effects- the cost of the stages of evaluation, monitoring meetings, surveys;

- the cost of operations to develop the multiplier effects, and establishing

networks.

3. Specific budgets

Specific project budgets may or may not be integrated into the Communications

budget depending on whether the budget lines reflect activities that are included

(or not) in the strategic plan. There may also be a specific project budget for an

exceptional activity (e.g. an event that has its own source of funding), or specific

budget lines when items are connected to the work of various departments within

the organisation’s structure.

Institutional relations and external representativesDeveloping Institutional Relations and representing the Movement externally can

take up a substantial amount of your budget. This work may involve numerous

trips and lobbying operations involving meals or cocktails (sometimes in expensive

restaurants). Such operations need to offer returns quickly, otherwise they will be

seen as pure extravagance.

FundraisingYou cannot raise funds without investing anything. Launching a fundraising

campaign or creating a Scout foundation requires an initial investment to create and

produce promotional materials and the marketing tools to launch the operation.

Here again, over the duration of the plan, the investment should quickly show

results and the management costs should remain at a reasonable level. Campaign

management costs that are close to 50% of the funds raised present a problem of

justifying the use of the donations. Monitoring the efficiency of a campaign needs

to include monitoring the management of the campaign and reporting to donors.

Reporting to donors is a sign of transparency that is part of the organisation’s code

of ethical behaviour.

Special eventsA special event such as a stage show, a commemorative activity, a large gathering,

etc., needs to have a specific project budget. This will include the estimated costs

involved in the event’s preparation, coordination, logistics and, of course, Public

Relations and Communications activities.

See Chapter 8, p. 88§ 8: Events & ceremonies

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chapter 17

The stages of evaluation & multiplier effects

n The simple fact of having defined priorities, objectives and steps does not,

in itself, produce results. Results depend on the performance of the operational

structure and of each person involved in implementing the plan. Evaluation,

therefore, serves to measure the individual and collective performance of everyone

involved in carrying out the Communications strategic plan.

Evaluating means:- making a collective (work structure) and individual (each volunteer or member of

staff) assessment of the plan’s results, which is justified through a process;

- appraising the work carried out by everyone involved;

- giving meaning to the content of the strategic plan (or giving it new meaning).

1. Using pre-determined indicators

Evaluation needs to be based on the indicators that were set when the plan was

being prepared. These indicators will have been proposed by the people who had

conceived the plan’s various implementation steps. Some of these people will

have been involved in carrying out the plan. The indicators can be of two types:

- indicators of change, which will enable you to measure whether change has

taken place;

- indicators of success, which will enable you to measure the degree to which the

intended changes have taken place.

Indicators enable you to assess where you are at and how you are progressing.

They also reveal any adaptations that need to be made in order to follow the

evolution of the situation.

Moreover, they reveal the areas in which the performance of individuals and of

the work structure could be improved so that the plan’s objectives (and more

particularly those of the organisation) are achieved.

See Chapter 7, p. 59§ 5: Using the situation analysis

as a starting point § Setting indicators

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Implementing the StrategyThe stages of evaluation & multiplier effects

Examples of indicatorsLetusimagineanorganisationthathasnoorlittlecontactwiththepress.Theindica-

tors could be as follows:

Indicator of change: “By the end of the plan’s implementation, our relations with

the press will have reversed. Journalists will contact us regularly and naturally

concerning subjects related to Scouting and youth, as opposed to the organisation

always having to contact the journalists”.

Indicator of success: “By the end of the plan’s implementation, the national media

(newspapers, radio, TV) and the regional press will have covered the totality of the

organisation’s national and regional events”.

2. The evaluation method

We suggested using a participatory method of preparing the strategic plan. As

we have already explained, participatory methods enable a better “buying-in”

of the plan’s content through greater individual and collective awareness. This

strengthens the sense of responsibility in each person concerned.

Using a participatory method for the evaluation will have the same effects.

- Participatory evaluation is a process undertaken by those involved in the project

(as opposed to a process involving external evaluators).

- Participatory evaluation consists of placing the actors in the role of evaluators.

- Participatory evaluation is part of the ongoing learning and training process.

- It enables each group of actors to become aware of what they have achieved

between the time of the analysis and conception of the project, and the

conclusion of its implementation.

- It is an instrument to manage the process of change.

Participatory evaluation could be organised by the steering group and moderated

by an external facilitator to ensure a certain degree of neutrality.

3. The stages of evaluation

The evaluation has to be planned right from the start of the project and be an

integral part of it.

A periodic evaluation can be conducted of a given set of objectives, at times

established in the plan. An annual evaluation will primarily concern the annual

objectives (e.g. the budget), whereas the final evaluation will assess the general

and strategic objectives, and the nature of the plan itself.

See Chapter 7, p. 46§ 2: Supporting change§ Opting for a participatory process

See Chapter 15, p. 128§ 3: Finding the resourcesto implement the plan§ Creating a steering group

138

The phases of evaluationWe propose that an evaluation should be organised around seven distinct phases:

- the clearly defined objectives of the project;

- the preparation of the evaluation;

- the definition of all the steps involved in the evaluation process;

- the collection of information (to measure discrepancies between the objectives

that were originally defined and the results achieved by the end of the project);

- an interpretation of the information gathered;

- the evaluation’s conclusion (a presentation of the results of the interpretation to all

of those involved, identifying new needs, defining the future of the plan);

- making use of the results, establishing multiplier effects and examining the

possibilities of replication or adaptation in other settings.

Annual evaluationThe annual evaluation needs to examine everything that was carried out during

the year, and should try to identify what modifications or adaptations may need to

be introduced. It needs to assess whether the course of operations and the work

structure are satisfactory, and it needs to assess the status of the budget.

Evaluation needs to be considered as a way of improving everyone’s performance

and that of the work structure, and as a training opportunity for volunteers and staff.

It should not be considered as a threat, nor should it be used as a platform for

non-constructive criticism.

Final evaluationThe final evaluation is needed in order to make an assessment of the entire project,

including the plan’s impact and effects. It needs to be based on the indicators of

change and success, and enable the multiplier effects to be established.

In combination with a new situation analysis, the final evaluation will provide an

outline of where the strategic plan should go next.

4. Sector evaluations

Evaluating the various sectors enables you to prepare the multiplier effects in

clearly defined sectors, as well as the elements to be analysed by the end of the

strategic plan.

If we stay focused on the three areas of the strategic priority “Scouting’s Profile”,

i.e. Communications, Partnerships and Resources, we would propose the

following three sectors:

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Implementing the StrategyThe stages of evaluation & multiplier effects

5. Multiplier effects

The impact and effects of the Communications strategic plan cannot be limited

to the action undertaken during the three years of its implementation, nor to the

impact and effects on the audience during this time.

The results of the evaluation will bring to light new elements, which will enable you

to either:

- continue with the totality or part of the plan, or certain activities;

- adapt to new circumstances, opportunities or constraints.

The results may stimulate new ideas or projects.

Multiplying the impact and effects of the plan, through the capacity to undertake

new activities that carry it forward, will help it reach a degree of sustainability within

the NSO’s policy on development and growth.

The multiplier effect is also the result of heightened awareness (raised prior to

launching the Communications strategic plan) of the fact that a Communications

Policy is an element that stimulates development and growth, due to the reasons

we explained in the chapter on image: image is an asset that needs to be

developed and consolidated.

Evaluating work on the imageThis involves evaluating:

- how the corporate image has been set in place and adopted within the

organisation;

- the external perception of the corporate image (the “brand”);

- how the press has translated the organisation’s messages;

- the changes (or lack of change) in the way the Movement’s image is represented

through the press.

Evaluating work on partnershipsOn the basis of your analysis of partnerships, you should measure:

- the quality of the partnerships;

- the quantity and nature of new partnerships;

- the diversification in partnerships according to fields of activity;

- the positioning of the Movement as a non-governmental organisation;

- the capacity to influence others concerning action that the Movement has launched

(youth policies, child protection, etc.).

Evaluating work to obtain new resourcesYou should be able to assess the extent of new resources and understand the

mechanisms involved that helped to obtain them.

See Chapter 5, p. 35§ 7: Governance, growth & development

See Chapter 7, p. 72§ 15: A chain reaction

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Index, keywords & style guide

Keywords

This index is composed of 215 entries that should help you to:

- find your way around the publication;

- understand how the different subjects connect to and complement each other;

- facilitate searching the web through using the keywords in bold text.

Combining several keywords can help you to search in greater depth. For example:

“evaluation indicators” or “high-quality image” or “Communications Strategy”.

Activities (Scout) . . . . . . . . . . . . . . . . . . . . . 34, 64Advertising (corporate) . . . . . . . . . . . . . . . . . . . . . 78Analysis elements . . . . . . . . . . . . . 55 group . . . . . . . . . . . . . . . . 46, 58 method . . . . . . . . . . . . . . 54, 57, 58 results. . . . . . . . . . . . . . . . 55 situation . . . . . . . . . . . . . . 9, 54Angles . . . . . . . . . . . . . . . . . . . . . 96Approach global, holistic . . . . . . . . . 9, 14 methodological . . . . . . . . 11, 40, 42Archives . . . . . . . . . . . . . . . . . . . . . 28, 119Asset image. . . . . . . . . . . . . . . . 24, 30, 110, 139Audience target . . . . . . . . . . . . . . . . 41, 51, 61, 70 Scout . . . . . . . . . . . . . . . . 101Baden-Powell . . . . . . . . . . . . . . . . . . . . . 20, 26, 29, 79, 81, 119Brand functions . . . . . . . . . . . . . 16 image. . . . . . . . . . . . . . . . 15, 112 management . . . . . . . . . . 15, 111 manual . . . . . . . . . . . . . . . 83 promise . . . . . . . . . . . . . . 41 protection. . . . . . . . . . . . . 112 Scouting. . . . . . . . . . . . . . 16Branding and co-branding . . . . . . . . . . . . . . . . . . . . . 108Budget . . . . . . . . . . . . . . . . . . . . . 134Campaign communication . . . . . . . . 117 donations . . . . . . . . . . . . . 116Caricature . . . . . . . . . . . . . . . . . . . . . 30Characteristics (Scouting) . . . . . . . . . . . . . . . . . . . . . 19Ceremonies (Scout) . . . . . . . . . . . . . . . . . . . . . 88Co-financing (institutional) . . . . . . . . . . . . . . . . . . . . . 108

A

B

C

141index, keywords & style guide

Communications axes . . . . . . . . . . . . . . . . . 68 corporate . . . . . . . . . . . . . 76 crisis. . . . . . . . . . . . . . . . . 89 director . . . . . . . . . . . . . . . 129 decision-makers . . . . . . . 45, 46 internal . . . . . . . . . . . . . . . 100 material. . . . . . . . . . . . . . . 114, 117, 134 means . . . . . . . . . . . . . . . 74, 84 objective. . . . . . . . . . . . . . 52, 62 Policy . . . . . . . . . . . . . . . . 41, 56, 134 Strategy . . . . . . . . . . . . . . 47, 62 tools . . . . . . . . . . . . . . . . . 84 vector . . . . . . . . . . . . . . . 81, 100Competition . . . . . . . . . . . . . . . . . . . . . 25, 57Context (relationship) . . . . . . . . . . . . . . . . . . . . . 105Copyright . . . . . . . . . . . . . . . . . . . . . 79, 112Credibility . . . . . . . . . . . . . . . . . . . . . 103Culture (Scout) . . . . . . . . . . . . . . . . . . . . . 19Democratic (process) . . . . . . . . . . . . . . . . . . . . . 24, 46, 47Development . . . . . . . . . . . . . . . . . . . . . 23, 24, 30, 146Differentiation . . . . . . . . . . . . . . . . . . . . . 25, 111Documents, documentation . . . . . . . . . . . . . . . . . . . . . 58Donations . . . . . . . . . . . . . . . . . . . . . 116Editor-in-chief . . . . . . . . . . . . . . . . . . . . . 131Editorial committee . . . . . . . . . . . . . . . . . . . . . 131E-mail . . . . . . . . . . . . . . . . . . . . . 100Emblems . . . . . . . . . . . . . . . . . . . . . 79, 80, 82, 112Ethic . . . . . . . . . . . . . . . . . . . . . 108, 110, 117Evaluation indicators . . . . . . . . . . . . . 136 method . . . . . . . . . . . . . . 137 participatory . . . . . . . . . . . 137 stages . . . . . . . . . . . . . . . 137 tools . . . . . . . . . . . . . . . . . 137Events (Scout) . . . . . . . . . . . . . . . . . . . . . 88, 118, 135Fair trade . . . . . . . . . . . . . . . . . . . . . 114Finances . . . . . . . . . . . . . . . . . . . . . 63, 104, 110Flags . . . . . . . . . . . . . . . . . . . . . 81Foundations (Scout) . . . . . . . . . . . . . . . . . . . . . 118Fundraising . . . . . . . . . . . . . . . . . . . . . 15, 114Globalisation . . . . . . . . . . . . . . . . . . . . . 23, 31Goals . . . . . . . . . . . . . . . . . . . . . 40, 41, 55Governance . . . . . . . . . . . . . . . . . . . . . 34Grants . . . . . . . . . . . . . . . . . . . . . 115Graphic designer . . . . . . . . . . . . . . . . . . . . . 130Growth . . . . . . . . . . . . . . . . . . . . . 8, 35, 146Heritage . . . . . . . . . . . . . . . . . . . . . 28, 29, 119History . . . . . . . . . . . . . . . . . . . . . 26Identity collective . . . . . . . . . . . . . 23, 25 real . . . . . . . . . . . . . . . . . . 18 Scouting. . . . . . . . . . . . . . 18, 24 symbolic. . . . . . . . . . . . . . 18 visual . . . . . . . . . . . . . . . . 82, 83Identification . . . . . . . . . . . . . . . . . . . . . 21Image component elements. . . . 35 corporate . . . . . . . . . . . . . 82 equation . . . . . . . . . . . . . . 32 linked to identity . . . . . . . . 22, 24, 98 measuring . . . . . . . . . . . . 57 Policy . . . . . . . . . . . . . . . . 41, 82, 100

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Indicators change. . . . . . . . . . . . . . . 59, 137 evaluation. . . . . . . . . . . . . 59, 137 success . . . . . . . . . . . . . . 59, 137Information source . . . . . . . . . . . . . . . 77Innovation . . . . . . . . . . . . . . . . . . . . . 19, 20, 25Internet . . . . . . . . . . . . . . . . . . . . . 99Interviews . . . . . . . . . . . . . . . . . . . . . 95Intranet . . . . . . . . . . . . . . . . . . . . . 100Jargon . . . . . . . . . . . . . . . . . . . . . 94Journalists . . . . . . . . . . . . . . . . . . . . . 92Legitimacy . . . . . . . . . . . . . . . . . . . . . 102Lobbying . . . . . . . . . . . . . . . . . . . . . 108, 109Lobbyist . . . . . . . . . . . . . . . . . . . . . 132Logo . . . . . . . . . . . . . . . . . . . . . 80, 83Law (Scout) . . . . . . . . . . . . . . . . . . . . . 19, 23, 79Magazines (Scout) . . . . . . . . . . . . . . . . . . . . . 101Management (organisation) . . . . . . . . . . . . . . . . . . . . . 40, 45, 124Marketing . . . . . . . . . . . . . . . . . . . . . 78, 112Matching grants . . . . . . . . . . . . . . . . . . . . . 115Meaning . . . . . . . . . . . . . . . . . . . . . 18, 40Media . . . . . . . . . . . . . . . . . . . . . 90Memory . . . . . . . . . . . . . . . . . . . . . 26Merchandising . . . . . . . . . . . . . . . . . . . . . 113, 119Message . . . . . . . . . . . . . . . . . . . . . 40, 41, 51, 69Mission human resources. . . . . . . 126Mission Scouting. . . . . . . . . . . . . . 16, 19Mobilisation (internal) . . . . . . . . . . . . . . . . . . . . . 47Motto . . . . . . . . . . . . . . . . . . . . . 80Multiplier effect . . . . . . . . . . . . . . . . . . . . . 139Network (territorial) . . . . . . . . . . . . . . . . . . . . . 125, 128Newsletter (Scout) . . . . . . . . . . . . . . . . . . . . . 100Non-governmental organisation . . . . . . . . . . . . . . . . . . . . . 105Objectives communication . . . . . . . . 41, 52, 63 formulation . . . . . . . . . . . . 62 strategic . . . . . . . . . . . . . . 42Operational framework . . . . . . . . . . . . . . . . . . . . . 124Opinion polls / barometers . . . . . . . . . . . . . . . . . . . . . 58Partners . . . . . . . . . . . . . . . . . . . . . 63Partnerships . . . . . . . . . . . . . . . . . . . . . 15, 102Patronage, patrons . . . . . . . . . . . . . . . . . . . . . 115Perceptions . . . . . . . . . . . . . . . . . . . . . 22Photographer . . . . . . . . . . . . . . . . . . . . . 129Photographs . . . . . . . . . . . . . . . . . . . . . 99, 130Plan content. . . . . . . . . . . . . . . 42 duration . . . . . . . . . . . . . . 123 idea . . . . . . . . . . . . . . . . . 45 implementation . . . . . . . . 43 strategic . . . . . . . . . . . . . . 41, 45Planning . . . . . . . . . . . . . . . . . . . . . 122Political dimension . . . . . . . . . . . . . . . . . . . . . 43Press attaché . . . . . . . . . . . . . . . 129 book. . . . . . . . . . . . . . . . . 97 conference. . . . . . . . . . . . 51, 97 pack. . . . . . . . . . . . . . . . . 97 relations . . . . . . . . . . . . . . 90 release . . . . . . . . . . . . . . . 97 review. . . . . . . . . . . . . . . . 97 visits . . . . . . . . . . . . . . . . . 97Principles (fundamental) . . . . . . . . . . . . . . . . . . . . . 19

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index, keywords & style guide

Priorities (strategic) . . . . . . . . . . . . . . . . . . . . . 42Process (decision-making) . . . . . . . . . . . . . . . . . . . . . 45Promise . . . . . . . . . . . . . . . . . . . . . 19, 21Promotion . . . . . . . . . . . . . . . . . . . . . 77Propaganda . . . . . . . . . . . . . . . . . . . . . 70Publication production process . . . . . . . . . . . . . . . . . . . . . 130Public awareness . . . . . . . . . . . . . . . . . . . . . 58, 78, 82Reaching Out . . . . . . . . . . . . . . . . . . . . . 22, 69Reaction (chain) . . . . . . . . . . . . . . . . . . . . . 72Relations External. . . . . . . . . . . . . . . 15 Institutional . . . . . . . . . . . . 108 Public . . . . . . . . . . . . . . . . 90Representation image. . . . . . . . . . . . . . . . 18, 21 sex (gender). . . . . . . . . . . 21, 23, 25Representations (external) . . . . . . . . . . . . . . . . . . . . . 109Representing (Movement, externally) . . . . . . . . . . . . . . . . . . . . . 109, 127Research (scientific) . . . . . . . . . . . . . . . . . . . . . 28Resources external. . . . . . . . . . . . . . . 132 human . . . . . . . . . . . . . . . 126 internal . . . . . . . . . . . . . . . 126 financial . . . . . . . . . . . . . . 110Rituals . . . . . . . . . . . . . . . . . . . . . 20, 88Scouting practice . . . . . . . . . . . . . . 33Scouting’s Profile Communications . . . . . . . 14, 76, 100 Partnerships . . . . . . . . . . . 14, 102 Resources . . . . . . . . . . . . 14, 110 Strategy . . . . . . . . . . . . . . 14Semiotics . . . . . . . . . . . . . . . . . . . . . 58Shops (Scout) . . . . . . . . . . . . . . . . . . . . . 114Slogan . . . . . . . . . . . . . . . . . . . . . 80Society (civil) . . . . . . . . . . . . . . . . . . . . . 107Sponsoring, sponsors . . . . . . . . . . . . . . . . . . . . . 115Steering group . . . . . . . . . . . . . . . . . . . . . 115Strategy approach . . . . . . . . . . . . . 11, 40 global . . . . . . . . . . . . . . . . 40, 43 plan . . . . . . . . . . . . . . . . . 41Structure of the organisation . . . . . . . . . . . . . . . . . . . . . 45Structure of work . . . . . . . . . . . . . . . . . . . . . 124Surveys . . . . . . . . . . . . . . . . . . . . . 58Symbols . . . . . . . . . . . . . . . . . . . . . 79SWOT . . . . . . . . . . . . . . . . . . . . . 58Targets . . . . . . . . . . . . . . . . . . . . . 41, 51, 61, 70Themes . . . . . . . . . . . . . . . . . . . . . 66, 67Trademark . . . . . . . . . . . . . . . . . . . . . 112Traditions . . . . . . . . . . . . . . . . . . . . . 18, 20Training . . . . . . . . . . . . . . . . . . . . . 126Trends . . . . . . . . . . . . . . . . . . . . . 20, 55, 56Uniform (Scout) . . . . . . . . . . . . . . . . . . . . . 81Values sign (symbolic) . . . . . . . . 18 Scout . . . . . . . . . . . . . . . . 18, 67 use . . . . . . . . . . . . . . . . . . 18Visibility . . . . . . . . . . . . . . . . . . . . . 102Vision of the organisation . . . . . . . . . . . . . . . . . . . . . 16, 67Visual identity guide . . . . . . . . . . . . . . . . . . . . . 83Webmaster . . . . . . . . . . . . . . . . . . . . . 130

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Style guide

What is it?A style guide is a set of rules governing the formatting of printed or electronic

texts. A style guide therefore needs to be used when preparing a printed or online

publication.

The style guide concerns abbreviations, hyphenation, spacing, line spacing, use

of italics and upper - and lower - case letters. It also governs how numbers are

written, how paragraphs are formatted, the use of punctuation, and where titles

are positioned.

The graphic designer, who is responsible for ensuring that the presentation of a

document corresponds to the agreed layout, integrates these rules into the design

project. Proofreaders are careful to ensure that the rules are respected when

checking the texts.

The use of a style guide enables a page that is well laid out to attain a certain level

of quality. When this is combined with the application of grammar and spelling

rules 1, as well as a smooth syntax, the text becomes a more comfortable exercise

for the reader.

Each language has its typographical rules. We generally refer to the style guide

used by the press, and this is what we have done in this publication.

1 Abrégé du Code typographique à l’usage de la presse, CFPJ, Paris

The typography used in Scout.Boom.Comm

Title: Swiss 721 thin/Impact 24pt, violet: Pantone 527 (CYMK: 79/94/0/0),

line spacing 28 pt, left alignment.

Scouting’s ProfileSubtitle: Impact 12 pt, orange (CYMK: 0/63/100/0),


Scouting’s Profile

First subhead: Impact 10 pt, black, line spacing 15 pt, left alignment.


Second subhead: Swiss 721 Bd Cn BT 10 pt, black,



145

Creating your own style guideNevertheless, traditions and common practice within an organisation concerning

how text is presented often add other elements to these basic rules. This is why we

have respected the slightly abusive use of capital letters for certain words such as

“Scouting” and “Movement”, which, in a non-Scout text, would be spelt “scouting”

and “movement” (as they would be used in a generic sense).

Exceptions concerning capital lettersThe exceptions that we have accepted in this publication concern Scouting

terminology and highlight the importance that certain words represent in Scouting,

or refer to established entities or concepts in a Scouting-specific sense. Here are

a few examples:

- World Scout Bureau;

- Scout Law;

- Mission;

- Scout Movement;

- World Organization of the Scout Movement;

- Youth Programme;

- Scout Promise;

- Adult Resources.

We also accepted capital letters for certain words when they affirmed the global

concept of what they represented in terms of a specialised field or field of activity.

Here are a few examples:

- An Image Policy (but we use “corporate image”).

- The Communications Policy (but we use “means of communication”).

- The head of Public Relations and the Director of Communications.

index, keywords & style guide

Text: Swiss 721 Th BT 10 pt, black, line spacing 15 pt, justified.

The use of a style guide enables a document that is well laid out to attain a

certain level of quality.

Box titles: Impact 10 pt, black, line spacing 15 pt, justified.

Box text: Swiss 721 Cn It BT 10 pt, line spacing 15 pt, justified.

Box borders: 0.5 pt, violet, text indent 10 pt.

What is it?The use of a style guide enables a document that is well laid out to attain a certain

level of quality.

The campaign entitled “Better Scouting for More Young People - Action for Growth” was launched at the World Scout Conference in July 2008. It aims to develop awareness of the need to take action amongst averyone responsible for the development of the Movement. Communications and Marketing are part of the indispensable elements needed to stimulate growth. The kit is available at: scout.org/growth

BibliographyReferences to publications and writings in Scout.Boom.Comm

Abrégé du code typographique à l’usage de la presseCentre de formation et de perfectionnement des journalistesParis, France

Achieving the Mission of ScoutingWorld Scout BureauGeneva, Switzerland, 2000

Approche de la planification de la CommunicationJohn MiddletonUNESCO Publishing, Paris, France, 1987 (out of print).

Brands and BrandingRita Clifton and John SimmonsThe Economist, London, United Kingdom, 2003

Constitution and By-Laws of the World Organization of the Scout MovementGeneva, Switzerland, 1983

Construire des actions collectivesBernard Dumas, Michel SéguierEditions Chronique Sociale, Lyons, France, 1999

Corporate advertisingThe what, the why and the how,McGraw-Hill, 1981

Dictionnaire des médias et du multimédiaEditions Pocket, Paris, France, 1995

The Thames & Hudson Dictionary of Graphic Design and DesignersAlan and Isabella LivingstonThames & Hudson, London, U.K., 1998

Diffusion of Innovations Everett M. RogersThe Free Press. New York, USA, 1962

Basic Planning KitWorld Scout BureauGeneva, Switzerland, 1987

Scouting in PracticeWorld Scout BureauGeneva, Switzerland, 1996

Encyclopédie de la chose imprimée : du papier à l’écranCo-ordinated by Marc Combier and Yvette PesezEditions Retz, Paris, France, 1999

Fundamental PrinciplesWorld Scout BureauGeneva, Switzerland, 1992

Image of ScoutingAsia Pacific RegionWorld Scout Bureau, Manila, Philippines, 2002

La Communication MarketingJean-Marc DécaudinEditions Economica, Paris, France, 1999

L’art d’influencerAlex MucchielliEditions Armand Collin, Paris, France, 2000

The Education of Young People: A statement at the dawn of the 21st century, 1997

Aids to ScoutmastershipRobert Baden-PowellWorld Brotherhood Edition, USA, 1919

Le Plan de CommunicationThierry LibaertEditions Dunod, Paris, France, 2000

Le problème des générationsKarl MannheimEditions Nathan, Paris, France, 1990

L’identitéCoordinated by Jean-Claude BorbalanEditions Sciences Humaines, Auxerre, France, 1998

Pocket MarketingThe Economist, London, U. K., 2001

PublicitorJacques Landrevie and Bernard BrochandEditions Dalloz Gestion, Paris, France, 2001

Public Relations StrategySandra OliverThe Institute of Public Relations, London, U. K., 2001

Running a Public Relations DepartmentMike BeardThe Institute of Public Relations, London, U. K., 2001

Scouting for BoysRobert Baden-PowellWorld Brotherhood edition, USA, 1946

The Essential Characteristics of ScoutingWorld Scout BureauGeneva, Switzlerland, 1996

The Language of PoliticsHarold LasswellGeorge W. Stewart Publisher, New York, USA, 1949

Théorie de l’agir communicationnel(Theory of Communicative Action)Jurgen HabermasEditions Fayard, Paris, France, 1987

A Strategy for ScoutingWorld Scout BureauGeneva, Switzerland, 2001

World Organization of the Scout Movement,is scouting an Equitable BrandAllison Leslie GreenResearch 2001-2002