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Chief Commissioner's blog| How things get done

If you have ever wondered how a new resource comes into being or how changes to the programme happen, read on...

No ivory tower

Much of the last week, which culminated in a meeting of the Operations Committee on Saturday, has been spent reviewing and discussing the projects underpinning the strategic plan through meetings, emails and conference calls.  But how do we decide what to do?

Contrary to the belief of some, HQ projects and initiatives are not dreamt up in the isolation of the ivory towers of Gilwell Park. They often start, for example, at District meetings where ideas and issues get noted and fed to County and then to HQ through regional or country meetings.

Direct contact

Increasingly, direct communications are received via email, social media platforms, through our numerous consultations or via the Info Centre. Many HQ volunteers and staff also spend a fair amount of time out and about meeting people directly, all the time listening to the challenges and noting solutions and ideas.

Formally reviewing the hot topics

We regularly review the logs of enquiries to the Info Centre or programme teams. These are then considered by the HQ support team of staff and volunteers in areas such as programme, adult support or international.

We also have strategic groups, themselves identified from this process in many respects, or through meetings of line managers from GSLs to Chief Commissioners. We are always looking for people to get involved in these groups, so do keep an eye on the volunteering vacancies on the website, Scouting Plus or on our Twitter feed.

Something old, something new

Often we continue work in familiar areas such as supporting the delivery of the programme locally, developing our website and general communications. Other times we identify new areas of work that might make a big difference.

A new area of work nationally this year will focus on ‘places to meet and go’. This follows feedback from many areas on the increasing difficulty in finding suitable meeting places, maintaining and developing current facilities and the general lack of support for executive committees.

As I’ve mentioned previously we are also in the final stages of developing a new-look ‘Scout Network’ following extensive consultations.

Having prioritised many of the Movement-facing projects on Saturday, the next phase is to look at more internal operations plans and then to consider the budget, available resources and the staff and volunteers to make them happen; all with a view to being approved by the Trustee Board in April.




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