Writing & coordination Richard Amalvy Directeur, External Relations & Marketing World Scout Bureau Graphic design, artwork & editorial support Simon Bourges Graphic assistant and research for the second edition Guadalupe Sanmateu Victor C. Ortega Photography © World Scout Bureau archives & photography services. Translations Samantha Pijollet-Hall © World Scout Bureau, first edition, September 2003 © World Scout Bureau, second edition, September 2008 ISBN 978-2-917213-01-8 © World Scout Bureau, special edition on Communication, abridged version of the updated 2nd edition of Scout.Boom.Comm, March 2009. 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.
Table of contents
Foreword & Introduction
chapter 1 chapter 2 chapter 3 chapter 4 chapter 5 chapter 6 chapter 7 chapter 8
Scoutingâ€™s Profile Scouting as a brand and a product Why a strategy? The elements of Corporate Communications Working with the media Internal Communications Disseminating key messages Partnerships that strengthen Communication
6 8 10 14 26 36 38 40
Foreword Why “tell the story?”
n The World Scout Committee members have chosen three actions to shape the dynamics of the 2008-2011 mandate. One of these actions is “Tell the story”. This invites us all to leave our isolation to make communication a priority action, both within the Movement as well as outside of it. Within the Movement, we must break down the barriers, by inventing communication under all its forms: interpersonal, intergenerational, intercultural. And especially, by following the advice of our founder: “by asking the boys... and the girls” how they see the future of the Movement, how they perceive its image, how they wish to redesign its educational programme. The stake of internal communication is fundamental in order to innovate and react to the challenges of development and growth accurately. Imagine a great bowl of oxygen that invigorates our lungs! Outside the Movement, we must create connections with the media, as well as with all those who have the capacity to increase the impact of Scouting on society: patrons, sponsors, public and private partners. It isn't just enough to be seen in public. We must also learn to communicate. We must integrate training modules within the curriculum of scout leaders, that teach how to tell the story of what Scouting does. This booklet was created to help you become the best promoters of an educational product in which we all believe: the famous Scout Method! The Sub-Committee “Scouting's Profile”, which I have the honour to preside, has established that all actions for training and reinforcement of proficiencies, are a priority at regional and national levels until 2011. This is why the experience of the regional communication foras will be repeated while being reinvented. In the meantime, be prepared to tell the story!
Therese Bermingham World Scout Committee Member Chairman of the Sub-Committee “Scouting's Profile” email@example.com
Introduction Training spokespersons for the Scout Movement
n While Scouting has a great deal of expertise in many fields, it often lacks the ability to communicate what it is and what it does. Scout.Boom.Comm has been written to help you to do so. This abridged version, which is an extract of the updated 2nd edition, deals with all aspects of internal and external Communication and, in particular, working with the media. Speaking on behalf of the Movement requires training. It can easily be undertaken by volunteer leaders, but it is indispensable in order to help revitalise Scoutingâ€™s image, improve its reputation, and attract the attention of everyone (media, sponsors, etc.) who can help Scouting to grow and develop. Training spokespersons is all the more essential when there is competition with other youth associations at local and national level. The techniques that we propose are adapted from the business world and enable you to become familiar with an easily accessible method. Improvisation is not the best way to be prepared! We hope you will enjoy the journey through this booklet.
Richard AMALVY Directeur, Relations extĂŠrieures et Marketing Bureau Mondial du Scoutisme firstname.lastname@example.org
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:
Special edition on Communications Scouting’s Profile
1 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.
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.
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.
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.
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We suggest that you read Chapters 3 and 5 of the full version: “Identity: a common heritage” and “Scouting as a product, its image as an asset”. These two chapters will enrich your basic knowledge of the Scout Movement so as to help you prepare for your role as a spokesperson.
Scouting as a brand and a product
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. The functions of the Scout Brand %UDQGIXQFWLRQV
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Thanks to the brand, members, future members and partners recognise Scoutingâ€™s educational programme and can quickly differentiate it from its competitors.
The brand symbolises a public commitment to quality and performance. It guarantees the defence of the cause.
The Scout brand identifies the product (educational programme) from the perspective of its principal characteristics.
Adhering to the Scout brand enables members, future members and partners to identify themselves with the commonality of values that it represents. The brand offers the Movement the opportunity to position itself vis-Ă -vis its competitors and to make its differentiating elements and its project known. The Movementâ€™s fame and long-standing existence mean that Scoutingâ€™s brand image constitutes a true heritage that needs to be capitalised on and kept safe from harm.
Special edition on Communications Scouting as a brand and a product
2 The two diagrams presented in this double-page spread, rely on marketing techniques which were borrowed from the business world. For years, the Scout Movement has been fearful of using these methods, thinking that merchandising should be excluded from its behaviour. It is not a question of selling oneself at all cost, but of understanding how to penetrate the market of educational and recreational activities for young people, the sector in which the Movement has been a leader during the first part of its century of existence. If we consider that market shares have been lost or must be recovered or won over, then the solution consists in really understanding the functions of the Scout Brand and identifying Scouting as an educational and recreational product.
In the first diagram, one can notice that the Brand does not sum itself up to only a symbol (the emblem), but to a set of functions that have an impact on customers (young people, families), and which clearly position the Movement on its essential characteristics and those which distinguish it from others. In the second diagram, we can define Scouting as a product, to find its essential purpose, to identify who are its sellers and its potential customers. The question of life cycle is related to the fundamental question of social innovation. We invite you to redo this exercise at a national and local level.
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Why a strategy?
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 â€œdestinationâ€?.
1. Giving meaning to your communication
We propose that you consider the following proposals one by one and then use the ten steps of Scout.Boom. Comm to help you to consider the content of your future strategic plan in more depth.
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 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).
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.
Four main elements explain why NSOs are often behind with External Relations and Communications: - 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.
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.
A methodological approach An 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.
Special edition on Communications Why a strategy?
3 The Brand promise
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&RPPXQLFDWLRQVPHDQV WRROVDQGUHVRXUFHV 2. What do we want to achieve?
Terminology Here is the way in which we will be using the following terms: Communications Strategy All of the coordinated action resulting from a strategic vision, based on clearly identified communications priorities and objectives. Communications strategic plan A detailed project that enables a Communications Strategy to be implemented during a specified period of time. Communications Policy A way of taking action in terms of communications. Image Policy A way of taking action in terms of image.
The diagram "The Brand Promise" 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 organisationâ€™s capital); - it brings the organisationâ€™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. 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.
3. Part of a global strategy
4. Making use of theory & methodology
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.
The contribution of theory Whatever 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.
An integrated plan First 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 choice Establishing 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 consequences However, 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.
A methodological approach The 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.
The World Scout Committee is the main political body that guides the Movement between World Scout Conferences.
Special edition on Communications Why a strategy?
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”. 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 conception It 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.
The Communications plan is therefore integrated into the framework provided by the general strategic plan, while enriching and expanding it.
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.
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.
To learn more about strategy We suggest that you explore Chapter 7 of the full version: “Conceiving a strategic plan”. It will help you to discover all the steps involved in establishing your priorities, objectives and action. Downloadable from scout.org
6HWVWKHIUDPHZRUN This diagram shows a passive conception of Communications that exclusively supports management. We prefer a more active conception as expressed in the second diagram:
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
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.
Attractiveness is just as important as the choice of messages and images in a corporate exhibition. Photo: the World Scout Centre exhibition at the Centenary Jamboree in 2007.
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.
Special edition on Communications The elements of corporate communications
4 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 & means There 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 information Communications 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 information A 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.
2. Corporate communications
1 Corporate Advertising: The what, the why and
the how. McGraw-Hill, 1981.
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. The stages in organising a corporate campaign
The role of corporate advertising - 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.
Special edition on Communications The elements of corporate communications
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 emblem The 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.
Baden-Powell’s original drawing in “Scouting for Boys” (1908).
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 articles of the Scout Law. Surrounding the fleur-de-lys is a rope tied by a reef knot. This symbolises the Movement’s unity and fraternity throughout the world. Just as it is impossible for a 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
Emblems & logos 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 fleurde-lys and Guiding’s trefoil. The colours are purple for Scouting and gold for Guiding.
The qualities of a logo As 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 expertise in order to foresee its future uses. It is not simply a drawing - so, entrust the design of a new logo to a specialist. Faithful - the logo illustrates the organisation’s corporate image; Easy to read - it needs to be easy to remember, and so it needs to be simple and easy to read on any document; Differentiating - people should not be able to confuse it with a competitor’s logo; Unifying - it needs to be recognised and accepted by members and partners; Adaptable - it must be possible to adapt the logo to all of the organisation’s products; Durable - on average, a logo will last between 10 and 30 years, with a few intermediary alterations.
Mottos & slogans 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.
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
Special edition on Communications The elements of corporate communications
4 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.
5. Image Policy & corporate image
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.
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 Policy The 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). Corporate image The 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.
Pirating our own brand The 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
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.
/RJR 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.
The Brand Manual The 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.
Special edition on Communications The elements of corporate communications
4 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
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Japan will host the World Scout Jamboree in 2015. This logo was displayed when Scouts of Japan presented their candidature to host the event at the World Scout Conference in 2008.
Merchandising in Scouting Merchandising consists of using names, the image of celebrities, events, logos, works of literature or art for promotional or commercial purposes. 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 organisationâ€™s visual identity (including the use of colours).Neither could one imagine producing bottles of beer with the organsationâ€™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.
All these items are on sale at Scoutstore, the official World Scout shop.
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 streams
A communication event requires developing one or more support tools. A campaign generally involves a variety of media. In the â€œBetter Scouting for More Young Peopleâ€? campaign one can find: a page of stickers (1), a DVD containing a video clip (2), a booklet on implementing a strategy (3), action sheets (4), promotional lapel pins (5) and badges (6). All contained in a package (7).
Special edition on Communications The elements of corporate communications
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
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.
scout.org The 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.
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 â€œrevision exerciseâ€? 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.
Special edition on Communications The elements of corporate communications
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.
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. 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.
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.
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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?
Special edition on Communications Working with the media
5 Identifying the different types of media First, 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 Scouting It 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 Williamâ€™s capacity to attract attention enabled the Centenary World Scout Jamboree to be featured in all the international media.
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 journalists Bringing 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.
Special edition on Communications Working with the media
5 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.
Developing a media strategy Working 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 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.
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.
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 jargon One 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.”
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.
Choosing spokespeople Irrespective 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.
Special edition on Communications Working with the media
5 Adapting the tone according to the result sought Talking 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 speaking Clearly, 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:
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As in the theatre or in the cinema, you need to create unity in terms of time and space.
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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. Angles An 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.
Special edition on Communications Working with the media
5 Press conferences A 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 releases Press 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 pack This 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 visits They 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 review The 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.
Media relations for an event - Journalist accreditations - 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 identity One 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 do One 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, broadcast updates from the UK throughout the 21st World Scout Jamboree via Internet.
Special edition on Communications Working with the media
5 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.
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.
Online Media Centre A 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
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 Policy Internal 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-mail The 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.
Special edition on Communications Internal communications
6 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 futuristic magazine cover from the Korea Scout Association.
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?
Disseminating the key messages 1. Strengthening the social positioning You 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 diehard 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.
2. Representing the Scout Movement
Representing the Scout Movement: knowing what to say, how to say it and how to show it. It can be downloaded in English, French, Spanish and Arabic from the media centre at scout.org
At whatever level we may be active in Scouting, when we appear in public, and especially when in uniform, we become representatives of the entire international community. The internationalisation of information means that what I say or do in Geneva can have an impact in Manila or in Santiago and vice versa. Thus, when speaking on behalf of the Movement, I always need to ensure that I am the most appropriate person to do so and that I have enough knowledge to convey the right message.
Special edition on Communications Disseminating the key messages
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Partnerships that strengthen Communication
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.
1. Scoutingâ€™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.
Legitimacy Partners 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.
Special edition on Communications Partnerships that strengthen communication
8 Visibility Next, 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. Credibility Partnerships 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).
Partners enhance Scouting’s legitimacy, visibility and credibility in public opinion, in the eyes of the media, and in the eyes of the Movement itself. Legitimacy, visibility and credibility are three important qualities in terms of changing perceptions concerning Scouting – both within the Movement and externally.
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. 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 Scoutingâ€™s â€œhot topicsâ€?, 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). 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.
A meeting between representatives of international youth organisations and Ban-ki Moon, United Nations Secretary General. New York, October 2007.
To learn more • Read WOSM’s Constitution, which is a fundamental text (available from scout.org) • Become familiar with the text of World Scouting’s Mission (available from scout.org) Questions • What is the use of Scouting? Organise a debate or a round table on the subject. It will help you to find ideas on how to ensure the social positioning of the Movement in your country. • What 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? • Why plan? A national team could launch a debate to help people 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. On the web • Publish Baden-Powell’s works: scout.org/baden-powell. • World Scouting trademarks: scout.org/brand • The World Scout Shop bookshop: worldscoutshop.org •The Resource Centre on scout.org offers tools to help leaders work on a strategy. •Strategic Planning Kit: a tool to help national Scout organisations conceive and implement a national strategy. In the strategy section on scout.org • A Media Managers’ resource centre: scout.org/media
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While Scouting has a great deal of expertise in many fields, it often lacks the ability to communicate what it is and what it does. Speakin...