OUR STRATEGY FOR 2025
PILLARS OF THE SCOUTS VISION
People
Perception
Programme
Support Quality Programmes
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Develop amazing leaders.
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​'Off the shelf' programme.
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Online information and booking - accessible to all leaders.
Improve the volunteer journey
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Transform adult recruitment
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Simpler training
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Better online resources
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Effective and targeted internal communications.
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Transforming our image
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Brand roll out
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Resources to promote the benefits of Scouting
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Support local PR initiaves
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Ensure effective Governance
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Engage with HQ led transformation of the rest
DELIVERY OF THE SCOUTS VISION 2025
Led by the County Commissioner, supported by the County Scout Team
Key Actions:
Deliver a 'One Team' approach across the County Team through the implantation of 'Team Herts', building cross functional relationships between sections, activities team and adult support functions.
Recruit talented individuals to key roles in the County Team, review existing posts to ensure “round peg in a round hole” across the board
Develop stronger two way communication with District Commissioners to support them in the maintenance of existing groups and the delivery of growth
To deliver a “fit for purpose” digital foundation – through our digital strategy
Enhance our influence with key partners and supporters, ensure we have a fair share of voice in the broader Hertfordshire Youth community
Support the strengthening of training and governance across the membership
Our aim is to restore our membership to 2020 census levels by 2023, with 20,000 members by 2025
Youth membership (under 18):
2020 membership – 14,214 (Census)
2021 membership – 11,694 (Census)
2022 membership – 13,030 (Census)
2023 membership – 14,214 (target)
2025 membership – 15,500 (target)
Note: Squirrels will potentially contribute significantly to this growth
Front line leaders:
Front line leader increase required by 2025 to achieve this is a minimum of 350 (at a ratio of 1:6)
STUCTURED GROWTH OF OUR ACTIVITY CENTRES
Chair of the Activity Centres Management Committee,
supported by the Manager, Activity Centres and Support Functions
and the Centres ASU Manager
Deliver the key pillars of our “Enabling the Delivery of Skills for Life” activity centre strategy
To re-build our customer base in a structured manner, without overloading the limited resources – personnel and financial – that we have
To deliver our centralised approach to bookings and communications –as outlined in the digital strategy
Build a financial plan that supports our growth and key initiatives, whilst retaining strong financial prudency
Complete phase two of the refurbishment of Lochearnhead Scout Station, utilising bequest funding
Actively engage our ASU’s, County Team and broader membership in development of the Centres