ScoutBoomComm -Light Edition - Contatos com a Mídia

7/31/2019 ScoutBoomComm -Light Edition - Contatos com a Mdia

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Writing & coordination

Richard AmalvyDirecteur, External Relations & MarketingWorld Scout Bureau

Graphic design, artwork & editorial support

Simon Bourges

Graphic assistant and research for the second editionGuadalupe 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 ScoutMovement. Credit is obligatory and must mention the source and the author.


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Table of contents

Foreword & Introduction 4

chapter 1 Scoutings Profile 6chapter 2 Scouting as a brand and a product 8chapter 3 Why a strategy? 10

chapter 4 The elements of Corporate Communications 14

chapter 5 Working with the media 26

chapter 6 Internal Communications 36

chapter 7 Disseminating key messages 38

chapter 8 Partnerships that strengthen Communication 40

Exploring 43


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Foreword

Why tell the story?

Therese Bermingham

World Scout Committee MemberChairman of the Sub-Committee Scouting's Profile

[email protected]

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!


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5

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 Scoutings

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 extrieures et MarketingBureau Mondial du Scoutisme

[email protected]


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chapter1

Scoutings Profilen Three closely inter-related fields of activity play a crucial

role in Scoutings success: communications, partnerships

with other organisations and financial resources. This is the

spirit of the Strategic Priority entitled Scoutings 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 organisations 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:


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1

Scoutings 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 Movements 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

Scoutings 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

organisations 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 Scoutings profle to the concept

of branding

We started with the Strategic Priority of Scoutings 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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Special edition on Communications

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.


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chapter2

Scouting as abrand and a product

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

Reference Thanks to the brand, members, future membersand partners recognise Scoutings educationalprogramme and can quickly differentiate itfrom its competitors.

Guarantee The brand symbolises a public commitmentto 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 commonalityof values that it represents.

Social positioning The brand offers the Movement the opportunityto position itself vis--vis its competitorsand to make its differentiating elementsand its project known.

Image The Movements fame and long-standing

existence mean that Scoutings brand image

constitutes a true heritage that needsto be capitalised on and kept safe from harm.

The functions of the Scout 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.


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9

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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chapter3

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 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.

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.

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:

- 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.


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3

Why a strategy?

2. What do we want to achieve?

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

organisations capital);

- it brings the organisations 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 andthe targets. These messages will result from the general

objectives of the Communications strategic plan.

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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 Brand promise



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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 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.

4. Making use of theory & methodology

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 Organizations 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 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.


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Why 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:

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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

Whats 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 organisations 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.

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.

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

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

point

2. A vision of the organisations 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



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chapter4

The elementsof corporatecommunications

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 transmittingsomething 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.

Attractiveness is just as important asthe choice of messages and images

in a corporate exhibition. Photo: the

World Scout Centre exhibition at theCentenary Jamboree in 2007.


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The 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 & 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.

Scoutings 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 medias

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 Worldpackage offers

a set of communications and informationtools to promote an educational programmefor the eldest age section of Scouting. The

package is an example of a media mix andis available from Scoutstore, the official

World Scout shop.



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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.

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 companys 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 does1. 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.

1Corporate Advertising: The what, the why andthe how. McGraw-Hill, 1981.

The stages in organising a corporate campaign


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3. Emblems & symbols

Amongst the elements that constitute Scoutings communications system, there

are invariable elements related to the Movements 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 Movements

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 Scoutings 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

articles of the Scout Law.

Surrounding the fleur-de-lys is a rope tied by a reef knot. This symbolises the

Movements 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 members 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. Itcan be purchased via the World Scout Shop.

worldscoutshop.org / scout-store.com

Baden-Powells original drawing inScouting for Boys(1908).



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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 Scoutings fleur-

de-lys and Guidings 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 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.

Faithful

Easy to read

Differentiating

Unifying

Adaptable

Durable

- the logo illustrates the organisations 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 competitors logo;

- it needs to be recognised and accepted by members and partners;

- it must be possible to adapt the logo to all of the organisations products;

- on average, a logo will last between 10 and 30 years, with a few intermediary

alterations.

Mottos & slogans

The slogan of Scoutings 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 centenarys 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 inplain

clothesis invisible in a crowd. In a uniform, he/she becomes a Scout in everyones eyes.

He/she is seen and identified. A single Scout in uniform will symbolise the entire


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Movement. This is why we said that each Scout is a vector of communication

for the Movement. Apart from the persons 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 ones country while also being a member

of an international community, is truly achieved.

5. Image Policy & corporate image

Any change in Scoutings corporate image at national level requires a fine balance

between the historical and traditional elements on which the Movements 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).

At the Jamboree, the World Scout flag fliesamongst the national flags. It is a symbol ofunity and brotherhood, bringing all Scouts

together in a common ideal of peace.

Corporate image

The corporate image is the visual representation of the organisation. It materialises

the brand through the use of the organisations 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 organisations 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 allof the documents, and probably also on the Scout uniform, sign panels on Scout

buildings, vehicles, etc.



20/4420

The Brand Manual

The Brand Manual contains all of the guidelines on how to implement the

organisations 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 Organizations 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 Scoutings purple colour (Pantone 527), and the Movements Vision. It is

protected as a registered trademark. A very precise visual identity guide governs

its use.

The new World Scouting brand logo does not

replace the World Scout emblem. However, itsclear identity increases the Movements visibility

and is recognised by people who did not already

equate the emblem with the Scout Movement.

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Pirating our own brand

The brand logo is World Scoutings 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


21/44

21

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

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 organisations visual identity (including the use of

colours).Neither could one imagine producing bottles of beer with the organsations

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.

.

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22/4422

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 Better Scouting for More

Young People campaign one can find: a page of stickers (1), a DVD containinga 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).


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23

4


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 organisations 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 Movements 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 campaign entitled Better Scouting for More YoungPeople - Action for Growth was launched at theWorld Scout Conference in July 2008. It aims to

develop awareness of the need to take action amongstaveryone responsible for the development of the

Movement. Communications and Marketing are part ofthe indispensable elements needed to stimulate growth.

The kit is available at: scout.org/growth

(1)

(4)


(3)

(7)

(5)

(2)

(6)


24/4424

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 mainsquare in Mexico City: a

fleur-de-lys composed of

millions of soft-drink cansthat they had collected

for recycling. A Public

Relations operation aswell as a good deed for

the environment.


25/44

25

4


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 ones 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 organisations 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 organisations key messages;

- relevant documentation to strengthen the message to the public;

- the means of disseminating information to a par ticular, useful audience.

Anticipating a potential crisis in advance will help you to react faster.

In August 2007, musical performances worthyof grand international shows were a highlight

on the enormous stage at the 21st World Scout

Jamboree in Chelmsford, UK.



26/4426

chapter5

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

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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 medias 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 Scoutings message while helping the

media to reach their objectives?


27/44

27

5

Working with the media

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 Williamscapacity to attract attention enabled the

Centenary World Scout Jamboree to be

featured in all the international media.



28/4428

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 journalists 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 dont like us.);

- should not be afraid of them (If I dont invite that one, he/shell make trouble.);

- should stop saying: Its the journalists fault, he/she didnt understand a thing!

when you do not like an article.


29/44

29

5


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--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 Movements 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 involvedin the Scout Movements Communications services. Communicatingcannot be improvised. Appropriate training plans are needed to

identify and develop skills.



30/4430

Conveying the message through stories

The organisations message will come across better if it is conveyed through

stories that are interesting and easy to tell. Illustrating World Scoutings 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 Scouts 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 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.

The World Scout Bureau offers specialisedtraining for spokespeople. In 2007, the

young spokespeoples training experience

put fresh faces in front of the cameras andreflected a good image of Scouting.


31/44

31

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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Relationship

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32/4432

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 medias attention

In order to catch the medias 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 journalists 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 Im 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.


33/44

33

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

organisations 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

Movements 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 dimensionby conceiving it along the lines of the communications matrix presented on p.69.

Promoting an event vis--vis the media will be more effective if it has an attractive

theme and special guests.



34/4434

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 ones eyes to seethings 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 21stWorld Scout Jamboree via Internet.


35/44

35

5


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 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



36/4436

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 organisations 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 thepeople to whom the information is addressed have the physical means needed to

access it: a personal computer with Internet access, or a nearby cybercaf.

chapter6

Internal communications


37/44

37

6

Internal communications

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 organisations newsletter, - the backbone of a Scout organisations information

and communication system, - represents a meeting-place, opportunities for social

exchange and personal enrichment.

The Scout magazine needs to convey the

organisations 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 organisations 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 organisations

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--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 theKorea Scout Association.



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chapter7

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 Scoutings 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 Movements 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.

2. Representing the Scout Movement

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 amthe most appropriate person to do so and that

I have enough knowledge to convey the right

message.

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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


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39

7

Disseminating the key messages

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chapter8

Partnerships that

strengthen Communication

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.

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. Scoutings 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.


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41

Partners enhance Scoutings 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.

8

Partnerships that strengthen communication

Visibility

Next, they offer the opportunity to increase Scoutings visibility through the media

and the partners 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 Scoutings work:

- either because the partner publicly supports Scoutings 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).


3. Sharing Scoutings 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 others

market share. However, can Scouting refuse partnerships, especially if these

potential partners were to provide a large amount of funds? Yes, if the valuesof the potential partner (organisation, company or government) were contrary to

Scoutings values.


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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 Scoutings 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).

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 andBan-ki Moon, United Nations Secretary

General. New York, October 2007.


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43

Exploring...

To learn more

Read WOSMs Constitut ion, which is a fundamental text

(available from scout.org)

Become familiar with the text of World Scoutings Mission

(available from scout.org)

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.

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?

Whyplan?Anationalteamcouldlaunchadebatetohelppeople

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

PublishBaden-Powellsworks:scout.org/baden-powell.

WorldScoutingtrademarks:scout.org/brand

TheWorldScoutShopbookshop:worldscoutshop.org

TheResourceCentreonscout.orgofferstoolstohelpleaderswork

on a strategy.

Strategic PlanningKit:a toolto helpnational Scout organisations

conceive and implement a national strategy. In the strategy section

on scout.org

AMediaManagersresourcecentre:scout.org/media


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ScoutBoomComm -Light Edition - Contatos com a Mídia

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