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TABLE OFCONTENTS
Aims, Objectives & Expected Results
Seminar at a Glance
Seminar Recommendations
Welcome Remarks by Abdullah Rasheed
Opening Address by Anthony Thng
Keynote Address by HE Dorodjatun Kuntjoro-Jakti
Seminar Overview by Luc Panissod
Seminar Coordinator Expression by S. Prassanna Shrivastava
Participant's response by Dra. Hj Yooke Tjuparmah
Participant's response by K.B.C. Nair
Input and presentations
Break out group report
Development and Management of Financial Resources
by Dr. Renato L. Paras
Partnerships and Projects by S. Prassanna
World Scout emblem by Luc Panissod
Foundation Endowment fund by Luc Panissod
APR Scout Foundation by S. Prassanna
Fundraising by Mark Knippenberg
Seminar Groups
Seminar Programme
Seminar Staff organization
Participants Directory
Staff Directory
Captured Moments
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Developing knowledge and skills on resources developmentand management through the sharing of experiences, bestpractices and success stories in National Scout Organizations.
OBJECTIVES • Define and emphasize importance of Strategic FinancialPlanning
• Identify how to build institutional capabilities andstrengthen financial capacities
• Acquire knowledge and skills in the management anddevelopment of resources for National Scout Organizations
• Help better define the technical assistance that NationalScout Organization expect from WOSM/WSB in these areas.
As the result of this seminar, it is expected that participantswill have:
• understood the concept of strategic financial planning
• identified one or several promising practices or successstories replicable in their own Organization
• developed contacts amongst participants to further shareor benefit from NSOs expertise through Scout solidarity
• contributed to help WOSM better shape the services to beprovided to NSOs in that field
• will return back to their respective NSO’s being able tostrengthen Membership Registration System, Scout SupplyService, Property Management, and enter into new venturethat will collectively lead the association towards self reliance.
AIM
EXPECTEDRESULTS
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In support of the WOSM Strategy with emphasis on "Scout-ing Profile" - Resources, the first International Seminar onResources Development and Management was jointly organ-ized by the World Scout Bureau/Asia-Pacific Region and WorldScout Bureau/Geneva with Gerakan Pramuka as host on 2-6September 2003. The seminar took place at Cibubur ScoutCamp, about 20 kms South of Jakarta.
First of its kind seminar in World Scouting, it aimed todevelop knowledge and skills on resources development andmanage-ment through sharing of experiences, best practices and suc-cess stories amongst the national Scout organizations.
There were thirty-three participants from local and overseasrepresenting Bangladesh, Malaysia, Philippines, Hong Kong,Papua New Guinea, Korea, India, Brunei, Maldives and Indo-nesia.
The five-day workshop highlighted on WOSM strategy, stra-tegic financial planning, mem-bership registration system,Scout hostels and campsites, Scout supplies as service andresources, partnerships and projects, resources development,foundations/endowment funds, affinity program, project man-agement and financial resources management.
Gracing the opening ceremony with their welcome remarkswere Chairman, Gerakan Pramuka Mr H A Rivai Harahap, WSB/Regional Director Mr Abdullah Rasheed and APR Scout Com-mittee Chairman Mr Anthony Thng. The keynote speech wasdelivered by HE Dorodjatun Kuntjoro-Jakti, Coordinating Min-ister for Economic Affairs of the Republic of Indonesia whilethe vote of thanks was rendered by Gerakan Pramuka Inter-national Commissioner Mr. Pandji Soesilo.
Overseas resource persons shared valuable inputs at the semi-nar. Among them were WSB Deputy Seretary General Mr LucPanissod, ICT Sub-Committee Chairman Mr Oh Sang-Gyoon,WSB/APR Director for Administration & Resources Develop-ment Mr S Prassanna Shrivastava, Mr Mark Knippenberg ofKandersteg, Mr Garson Lee from Hong Kong, and RegionalTreasurer Dr. Renato Paras.
Going back to their national Scout organizations, the partici-pants were challenged to ef-fectively contribute in buildinginstitutional capabilities and strengthen financial capacitiesthrough their newly acquired skills.
SEMINARAT A GLANCE
1. A separate seminar be conducted dealing primarilyon finances-from sourcing, in-vesting, prudent spending and up-to-date recording.The seminar contents must give emphasis on the func-tions of the volunteers and professionals.
2. Likewise, a seminar on human resources (person-nel recruitment, development and management) bealso conducted to provide national Scout organizationwith the technical know-how of what a professionaland or volunteer is required of.3. To continuously promote the exchange programmefrom amongst the national Scout organizations tostrengthen brotherhood, solidarity and partnership be-tween NSOs as it also helps implement projects in de-veloping countries.
4. Invite more financial management resource per-son or input speakers in future seminar of this nature.
5. Conduct case studies from national Scout organi-zations on finance and human resources to be able toformulate a system where other NSOs and World ScoutBureau can extend technical support.
6. Scouting is an educational institution that embracesits idealism. In the promotionand use of Scout Camps and Hostels, the Fundamen-tal Principles must be of utmost concern consideringthat the Scouting movement is a non-profit organiza-tion.
7. Every national Scout organization should seriouslyconsider the rapidly changing world. A plan thereforeis necessary on all aspects in order to cope up withthe require-ment of the situation where improvements and up-grading necessitates.
8. All development and management of NSOs re-sources must aim at adhering to the priority areas asstated in the Strategy and Mission of Scouting.
9. In-built sight seeing program and educational touris highly appreciated as it provides a break for theparticipants after a tough days work.
10. In addition to conducting of seminars, confer-ences and workshops, the Asia Pacific Region shouldgive consideration to its member countries and con-sult on what help the NSOs would need for their de-velopment either qualitatively, quantitatively and fi-nancially.
11. APR should update its pamphlet/brochure on"Scout Camps and Hostels in the Asia-Pacific Region"and have it included in the internet.
12. Like in the case of Jamborees, a financial subsidyeither on travel or seminar fees may be extended toparticipants from third world countries to activities likethis.
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SEMINARRECOMMENDATIONSThe seminar, recognizing the importance forall national Scout organizations to havereadily available resources and financial sta-bility found out that the following recommen-dation is necessary as required of the presentsituation in every national Scout organizations,i.e.:
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No. Names Group Country
1. Mr. Casey Chu Ka-Chung Eagle Hong Kong2. Mr. Haji Radzwan bin Hussain Kumul Malaysia3. Mr. K.B.C. Nair Himalaya India4. Mr. J.R. Pangilinan Sweety Philippines
Coordinator: Mr. Prijo Judiono Indonesia
RECOMMENDATIONCOMMITTEE
13. The NSO’s should send their "non-uni-form members" to give them the opportu-nity to meet their counterparts from theRegion and share their success stories. Toattract their members, the venue for theseminar has to be in a country where thenational Scout organization has that particu-lar expertise.
14. Participants to the future seminar likethis should come from financial and manage-ment level in the NSO.
15. That the Asia-Pacific Region should re-mind the heads of the national Scout organi-zation to provide their participants to any in-ternational events of this kind of the tenta-tive schedule at least 3 months before.
16. Include all other vital recommendationspresented during the break out groups on:
- Membership Registration System- Scout Hostels and Campsites- Scout Supply Service- Fund Raising, Foundation, Affinity Program,etc.
The seminar expresses its wholehearted ap-preciation and distinct recognition to GerakanPramuka Indonesia (its Board, OrganizingCommittee and staff) for the excellent prepa-ration to host the first ever InternationalSeminar on Resources Development andManagement. The coordination that GerakanPramuka has made for the comfortable andenjoyable stay of the participants and guestsis an expression of the support that they arereceiving from the many entities in the Re-public of Indonesia.
RESOLUTIONSOF COMMITTEE
Assalamu Alaikum!
I welcome you all on behalf of the region and WOSM in par-ticular.
It is indeed a very distinguished gathering of personalitiesfor a very significant event – the first ever International Semi-nar on Resources Development and management in Scout-ing. The Asia-Pacific Region has, in the past hosted a coupleof regional workshops, in some of the areas covered in thisseminar. It is the first time a more comprehensive approachto cover all aspects of rsources development and its man-agement has been attempted not only in the region but inthe world of Scouting at large.
Serious attempts have been made in the past to put to-gether concepts, materials and knowledge in terms ScoutYouth Programme, Adult Resources and many other areasrelated to Scouting but resources development and its man-agement in Scouting has never been in the limelight before.However today, the world demands every organization, if itis to be effective and competitive to be strategic in all itsapproaches including Financial resources. The World ScoutConference, likewise, in July 2002 endorsed its priorities andcalled upon the member organizations to work in this area.
Today, whether it is an organization or an individual,it is forcedwith the realities of the business world. In this respect Na-tional Scout organizations need to look more seriouslyat itsown assets and resourcess and financial capabilities in abusiness like manner and also to emphasis on financial plan-ning more strategicaly.
In conclusion, I would like to congratulate Gerakan Pramukafor hosting this important event in Scouting and for theirhospitality and arrangements for the seminar in this beauti-ful Scout like venue at Cibubur. I wish to thank all NationalScout Organizations who had been able to participate in thisseminar. A special mention to those resource people fromDenmark and Kandersteg for coming all the way to Asia.
I welcome you all and wish you a very successful workshop.
Abdullah RasheedRegional Director,
World Scout Bureau/APR
WELCOMEREMARKS
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Looking around this hall, I am greatly inspired on how theScouting spirit and commitment to the young people couldbring together Scout leaders from different parts of Asiaand other Scouting regions to take part on this first of akind seminar on resources development and management.
Our presence here at Cibubur Scout Camp is a shared vic-tory over the various setbacks in Asia and other parts of theworld. We have tried our best, made it to this date and now,we are inaugurating the first International Seminar on Re-sources Development and Management.
My warmest welcome to the delegates from Bangladesh,Brunei, Republic of China, Hong Kong, India, Korea, Japan,Malaysia, Maldives, Papua New Guinea, Philippines, Singa-pore, Thailand, Africa, Switzerland and the local participantsfrom various points of Indonesia.
For the past months, the World Scout Bureau/Asia-PacificRegional Office in Manila, the World Scout Bureau CentralOffice in Geneva and Gerakan Pramuka, our host NationalScout Organization, combined efforts and worked on a con-cise yet substantial seminar programme to benefit the par-ticipating key volunteers and professional Scout Leaders whoare involve in financial management and resource.
As we moved on through the seminar proper, we encourageScout leaders who are present here to share their best prac-tices and the success stories of their respective organiza-tions on resources development and management.
As we all know, this workshop is in support to the WOSMStrategy adopted by the Movement at the World Scout Con-ference in Thessaloniki in 2002, and more particularly theResources aspect of the Strategic Priority, Scouting’s pro-file.
At the end of this seminar, we hope that you will gain abetter understanding of the concept of strategic financialplanning. As this is a learning opportunity, you can identifysome promising practices which are applicable to your ownNSO and learn as much as you can from their success sto-ries. There are vast opportunities to strengthen member-ship registration system, Scout supply service, property man-agement and enter into a new venture that will collectivelylead your association towards self reliance.
To all the participants, let me extend my congratulations forcounting yourself on this first of its kind seminar and to theorganizers and resource persons, thank you for sharing yourtime and expertise.
Gerakan Pramuka, we thank you for welcoming us with yourwarm hospitality from the day we arrived in Jakarta and for
Anthony ThngChairman, APR Scout Committee
OPENINGADDRESS
Dorodjatun Kuntjoro-JaktiCoordinating Minister for
Economic Affairs,Republic of Indonesia
Welcome to all the participants of this seminar, those who travelledmiles and miles to come her. And congratulations to the host organ-izing committee, to those who intiate this seminar.
I still remember I was a Scout when I was about 10-12 years old.It is very interesting to learn and be closed to nature.There werepresentations on how I closely work to the movement of Scouting.I saw the increasing difficulties of boy and girl Scouts.
Scout Movement is being threatened first of all by the very rapidlychanges of social and cultural life. I think the challenges has beenfailed. Threat No. 2: family as an oldest unit has failed to challengesocial and cultural involvement. It is now very common that bothfather and mother are joining the work force.
With the threats nowadays, Scouting Movement must play its role.
1. How to make Scouting relevant to the rapid change of social andcultural environment? The situation is not as easy as in the past.There are more turbulence, more impersonalized atmosphere
Information Technlogy (IT) has make family attachment loosen be-cause everybody is more individualized. Scouting therefore is neededto create the spirit of solidarity among people/members of commu-nity.
2. How do Scouting survive in this evolving world? There is a rapidmovement of knowledge and movement of money. The world is full ofbusiness. To survive, Scout Movement should provide quality serviceto society. If there is no quality service and the youth found betteractivity, then Scouting would be a dying organization. Comparing theyouth during my age and with the current one is totally different. Idon't know if Scout Movement has graphic of such changes. ScoutMovement should provide the needs of young people currently, that isto say, how to survive with the sophisticated way in the place wheretechnology cannot reach you. Team Work, that is the training I gotfrom Scouting, how to organize team beginning from the smallestteam level while some people build "out bond" companies and makesmoney from that business, the business that is taught in Scout Move-ment.
3. How to make Scouting be more attractive to younger generation.If you still convey the conventional songs to the current young people(MTV generation), it would not be interesting.
Threat No. 3. Basically, its the external environment that Scout Move-ment cannot compete with but more to internal of Scout Movement.We must be open to the global exchange - a culture of one country/region that could be transferred to other country.
You've been dealing with complicated environment. Scout Movementshould convince the young people that Scouting could teach and trainthem in an attractive way.
At the nearest, please understand about the input and output thatScout Movement would have. Advertise your activities to make com-munity aware about Scout Mo.You should know how to involve youngpeople effectively in their best time.
KEYNOTEADDRESS
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1. the strategy to demonstrate that we are not workingin a vacuum, that we are here and in our NSOs to helpimplement this strategy which ultimately will result inbetter Scouting for more young people. But let’s nothide it. It will be a long process with ups and down,satisfaction or frustration, and we have brought duringthis week our own stone to this construction.
2. We also took you through various ways and means toincrease and diversify our source of revenues.
- strategic financial planning- membership registration fee system- insurances- scout hostels and camp sites- headquarters development/scouts building- scout supplies as service and recourses- world and national emblem- partnership and project- fundraising- grants and sponsorship- foundation- affinity programs- project management
When I say we took you through, I should say we wentthrough since all of us have been at the same learningparticipants and inputs provides.
And finally we had the final touch this morning by Dr.Renato L Paras who demonstrated to us whatever yourresources and assets are, you need, as a good cookingrecipe, some other ingredients under the form of soundfinancial management, practices and principles. Other-wise, the recipe will not work and your meal will be taste-less, flat or overcooked.
I am always amazed - at the good sense of the wordamazed - when I meet Dr. Paras. Indeed, here is a busyguy sitting or having sat on the board of numerous topnational companies in the Philippines, and not least theNational Bank of the Philippines which shapes the mon-etary policy of that country. A high level expert and con-sultant whose expertise and experience has been recog-nized at the higher level when he was awardedthe hall of fame 2-3 years ago. He could enjoy his retire-ment with children and grand children. And what does hedo? He is spending a lot of volunteer time for Scouting, ina humble way, making us benefit from his expertise at nocost. We all need one or several mentors in our personallife and he is one of them for me. I wish he were also onefor you.Thank you Rene for your commitment.
I first would like to thank once againGerakan Pramuka, as I did yesterdaynight, for having accepted to host thisseminar, offered first class facilities andsuch a friendly and warm welcome andhospitality to all of us in a true Scout Spirit.I am told that all participants will be pro-vided with a CD on which have been en-graved all the presentations made duringthe seminar and we can only acknowledgethis as a premiere. You have also givenus the opportunity to – too briefly for mytaste – discover and enjoy a little bit ofyour rich culture with the most enjoyabletime at Bogor and yesterday night.
When we conceived the frame of thisseminar with Mr. Rasheed and Prassannaand discussed it with Pandji, we decidedto place the bar high; high in terms ofambitions and expectations, and high be-cause as Scouts we must keep on tryingto do our best and always looking forward.
Through out this week we took youthrough:
by Luc PanissodDeputy Secretary GeneralWorld Scout Bureau/Geneva
SEMINAROVERVIEW
Yes, our program was ambitious. We hope we re-sponded to the expectations of the participants. Ifnot totally, at least partially. In fact we would behappy if each one of you only had picked only onepromising idea which he or she will share with his/her national leadership when back home.
With your help we will be able to identify the areaswhich need further improvement for future semi-nars in the region or in other regions. Thanks toyour contribution, we will be able to replicate thistype of seminar at sub-regional level in the regionor in other regions for the ultimate benefit of ouryoung people.
As a representative of the World Scout Bureau, Iam satisfied by the quality and quantity of your in-puts which will help us shape more precisely thesupport to be delivered to NSOs.
I hope this seminar will be remembered as thefounding stone of this process; that it will be alsoremembered as a privilege moment of sharing,friendship and brotherhood in a true Scout spirit.
In a few hours we will all be returning home and Ican only wish you a safe trip whatever the distanceand destination.
Thank you Gerakan Pramuka, thank you all!And see you sometimes, somewhere!
SEMINAROVERVIEW cont...
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I am asked to give my expression on this seminar.Personally for me it is another great learning experi-ence. Since the idea of this seminar evolved and Iwas assigned to coordinate the designing and conductof this Seminar in the direction of Mr. Luc, I was ex-cited as this the first Seminar of its kind in the historyof World Scouting as well for me too.
The aim of this Seminar is to through sharing of thebest practices in NSOs, to create an understandingand awareness on the importance of effective man-agement of resources and explore new avenues ofrevenues for NSOs to enable it in effeciently deliver-ing quality programme to young people.
I believe that we moved in the right direction. Wehave got quite good feedback through this seminarand realized that much has get to be done in the areaof resources development and management to be ableto achieve the expected result as indicated in WOSMstrategy Priority 7- Scouting Profile and Vision 2013.As we have very dedicated and committed leaders likeyou’ll in the movement, it is my belief that working alltogether in the same direction, we will reach the goal.I consider it as another newbeginning. We are con-cluding this seminar today but this is not the end rathera start of journey.
As the coordinator of this seminar it is my privilege tothank:- Gerakan Pramuka and its Leadership- To all of you for active participation support- To all the member of APRS Committees and Sub Com-mittees who encourage our effort with their presence- To Mr. Mark and John Boll- To resource person from insurance company- To the staff who worked day and night behind thecurtain- Mr. Luc Panissod who has always been with us andhas his full confidence in us- Mr. Abdullah Rasheed- Ms. Mary Rose Villaluz
SEMINARCOORDINATOR
EXPRESSION
Mr. S. Prassanna ShrivastavaDirector, Administration
and Resources Development
Assalamuala'ikum W.W.Salam Pramuka!
First of all, let us thank to God Almighty for blessings He granted toallow me on behalf of Gerakan pramuka's participants to the semi-nar to extend few words expressing our deep impressions of par-ticipating in the 1st International Seminar on Resources Develop-ment and Management.
Ladies and gentlemen
This afternoon we gather together in this Sarbini conference hallon the occasion of the closing ceremony of the seminar. We feelthat time has gone by so fast, even we almost unconscious that wehave been spending five days stay at Cibubur Scout Camp, thevenue of the seminar. During those five days we have enjoyed thefriendliness of the organizing committee, resource persons, semi-nar staff and other parties that have made a positive contributionto the success of the seminar.
Brother and sister Scouts,
There were so many constructive interactions during the seminar.We also learned more experiences from different participating coun-tries. We have shared and learned more knowledge and skillsespecially on the field of resources development and management.
Brother and sister Scouts
May I on behalf of participants from Gerakan Pramuka, expressour sincere grateful and appreciation for all overseas participants.We also apologize for any wrongdoings and anything inconvenientto you during the seminar. We hope that you will bring homememorable impressions of the seminar and will implement knowl-edge and skills gained along the seminar. Finally, please conveyour best wishes to your family. May God bless you on your wayback to the country. Amen.
Wassalamualaikum W.W.
Dra. Hj. Yooke Tjuparmah,Mpd.
Gerakan Pramuka/Indonesia
PARTICIPANT'SRESPONSE
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I am very happy to be here to express our thanks and gratitudeon behalf of all participants of the 1st International Seminar onResource Development and Management. From 2nd to 6th Sep-tember we attended the seminar without any tension enjoyingthe excellent hospitality of the Gerakan Pramuka. Travellingarrangements were excellent. Congratulation to leaders ofGerakan Pramuka.
I have attended about six such conferences or seminars. I cansay the physical arrangements and food supplies are excellent.Presence of Mr. Luc Panissod from World Bureau and a staffmember from European Region also added attraction to the semi-nar. The atmosphere was very cordial suitable for a Scout or-ganization.
Among us there is a boss without bossism. He is nobody elseother than Mr. Abdullah Rasheed, Regional Director. He is verycordial and behaved like one among the participants. I thinkthat the programme coordinator of the seminar Mr. Prassannaproved his efficient leadership in organizing and conducting theseminar.
Number of leaders of Gerakan Pramuka, Scouters, Rovers andRangers, some other friends from outside the organizationworked day and night for the success of the seminars. I do notwish to name of the particular persons but we cannot forget theInternational Commissioner of Gerakan pramuka Mr. Pandji, whois the coordinator for administration, who is always running orwalking very fast to manage different things.
As an overseas participant who is having more than 5 years ofexperience in Scouting, I strongly feel that there is very strongleadership in Gerakan Pramuka for the upkeep and good main-tenance and for keeping a high standard in the running of theScout organization. I on my own behalf and on behalf of allparticipants of the seminar, thank one and all for conductingthe seminar in an effective manner which can be taken as amodel.
We are greatful to Mayor of Bogor City and leaders of the Scoutorgaization for entertaining us and giving mementos.
PARTICIPANT'SRESPONSE
K.B.C. NairThe Bharat Scouts & Guides/
India
I. CONCEPT:Facilities are traditionally looked at as cost centers,and the outputs are usually limited by planned budg-ets. There is an urgent need to transform these costcenters into revenue centers, where the productsproduce by these facilities must become more cus-tomer oriented, marketable, managed in accordanceto business principles, but still thematic (scoutingoriented), not losing sight of the main goals of scout-ing itself.
Changing times have brought on a heavy financialburden in form of the continual maintenance andimprovement of activities and facilities for all scout-ing organizations throughout the world. Present andnew sources of revenues must be sought out, bet-ter managed and utilized for the outmost benefit tothe movement.
The transformation of existing (or coming construc-tion) facilities from a merely support function ofscouting activities into an income generating busi-ness unit is the main innovation towards revenuegeneration. Other revenue generating activities willquickly surface once the spirit of entrepreneurshippermeates among the management staff. Althoughpresent facilities may already be accessed by otherparties outside the scouting movement and be gen-erating some income, there is still the potential forthe expansion of activities and improvement of qual-ity of services that would allow for the self financingof facilities maintenance itself, and contributing sig-nificantly to the finances of the scouting organiza-tion without neglecting its main support function forthe main scouting activities.
II. RESOURCES DEVELOPMENT& MANAGEMENT:
- As a non-profit organization, the scouting organi-zation needs to utilize all available business skills toallow it to make the best use of its resources. Mar-keting and management textbooks and literatureneed to become the reference material for thoseentrusted with the management of scout facilities,be it campsites, hostels, training centres, recrea-tion centres or other facilities.
- Marketing Mix (Product, Pricing, Promotion, De-livery) is the first exercise in a process of identi-fying the areas that would be of most benefit forboth for-profit and non-profit organizations.
- Product Development:
1. Identification of customer needs. The needs ofthe present and potential customers need to berecognized from the beginning of the process inorder to allow for suitable facilities and servicesto be identified and explored.2. Identification of the potential products that willsatisfy customer needs. The selection of prod-ucts to be developed should be based on the fol-lowing criteria:
a. Thematic (scouting) customer orientedproducts, i.e. training, recreation areas andedutainment venues; Accommodation in the formof rooms (hostels) and tents; Day activities.
b. Business related activities: provision ofaccommodation, activities/services, rentals, mer-chandising, advertising media etc.
3. Development of Suitable Products. There aremany activities that can be developed, but it wouldbe most advantageous to adopt an implementa-tion strategy that takes into account present or-ganizational strengths, weaknesses, opportuni-ties and threats. The following is a reasonablestrategy:
a. Existing good products or services shouldbe improved in both quality and capacity. A rela-tively small outlay of resources is needed for im-provement. Appropriate marketing activities arenecessary to improve the utilization by both thescouts and general public.
b. The next target area is products andservices that have the potential for improvement.Some extra thought, effort and resources areneeded for its improvement. On the other side,badly performing products or services should becarefully analyzed and stopped if deemed no
HOW TO TRANSFORM OUR FACILITIES FROMCOST CENTERS TO REVENUE CENTERS
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longer appropriate or useful. If resourcesare scarce, this step needs to wait untilenough revenues are generatedfrom present activities.
c. Development of New Products.Much thought, innovation and resourcesoutlays are needed in its develop-ment. These new activities are usually fi-nanced from the revenues accrued fromthe abovementioned two activities.
- Site Development. There are many as-pects that need attention from the devel-opers to assure that the site will be ap-propriate for scouting activities and alsogenerate revenues:
4. Legal aspects: a clear title to thegrounds, the appropriate building permitsetc.
5. Master plan Design/redesign: no mat-ter how big a plot of land is, carefulthought on the placement of all facilitiesand zoning of activities is needed to as-sure the most appropriate, efficient andeffective use of resources, necessarysafety and security measures and the pro-vision of an economical and simple main-tenance plan.6. Equipment Needs & Procurement Plan:as funding is almost always scarce, care-ful selection of the most appropriate, eco-nomical and sturdy equipment needs tobe undertaken, and its procurement tim-ing. Maintenance and repair needs andscheduling have to be taken into consid-eration too.
7. Construction Staging: the decision tostart or delay construction activities of anyfacility takes into consideration the stra-tegic development plan, financial capac-ity, and actual needs in the field.- Human Resources Development:
8. Entrepreneurship & Professionalism inManagement. Mere improvement or ex-pansion of physical capacity will not au-tomatically improve revenue. Human re-sources also need improvement. All staff
need to be enabled to perform well in busi-ness units, both in technical and manage-ment skills. There are two main thoughtsunderlying the improvement process:
a. Service industry principles. Scout-ing facilities staff need to bear in mind thatcustomer satisfaction, excellent service,and marketing efforts have to be a priorityto ensure good quality of services thatwould attract the customers, bothscouts and general public.
b. Service industry management. Asa service industry, scouting facilities needto concentrate on the provision of best serv-ices that can be categorised into three mainareas:
1. Arrival: assurance that allvisitors are appropriately welcomed andassigned to the right places. This entailsgood administration and information man-agement, besides coordination and coop-eration among staff.
2. During Stay: the design andimplementation of the appropriate pro-grams with the necessary supporting fa-cilities are timely and adequately provided.
3. Departure: departing visitors areappropriately processed to minimize wait-ing time, with accurate assessment ofcharges for the usage of facilities and any possible damages and losses to assets.
- Financial Management:
9. Cost Accounting, Tax, Cash Management.As a business unit, taxes need to be at-tended to, administration and revenuescontrolled to ensure that there are nounaccounted losses and exact financial po-sition known.
10. Financial Reports (Balance Sheet & In-come Statement). Management needs tobe able to assess performance, and makedecisions based on accurate knowledge offinancial position and projected perform-ance.
NRMB
NHQTargets
Contribution
NHQ - National HeadquartersNRMB - National Resources Management Board
11. Financial Audits. Good management dic-tates that audits are made to help ensurethat management and staff are working inaccordance with the established laws, rul-ing, regulations and guidelines.
- Facilities Maintenance Management. All fa-cilities need to be well maintained and keptin good repair in order to function well andhelp ensure good quality. The workload ofeach piece of equipment and facility needsto be assessed, and the appropriate main-tenance and repair plan developed. All main-tenance plans need to be well planned andorganized. There are two basic maintenanceactivities:
1. Periodic/Preventive Maintenance: inaccordance with the actual workload and usage, preventive maintenance plans need tobe developed to ensure that avail a b l estaff completes the necessary maintenanceactivities on each and every piece of equip-ment and facility.
2. Breakdown Maintenance: all equip-ment and facility have the possibility ofbreakdowns despite careful preventive main-tenance. Maintenance staff need to beavailable at all times to provide necessaryemergency repairs
III. RESOURCES MANAGEMENT BOARD
- Coordination- Consultation- Supervision
Case: GPI: National Resources ManagementBoard (Volunteers & Professionals):
Phase 1:
• Managing the business:- Services (Campsite, Hostel, Recreation Park, Training Center)- Trading (Scout Supplies, Publica
tions)- Manufacturing (Honey)
• Partnerships --> business contract man-agement• Sponsorships• Grants
Phase 2:
• Membership,• Fund Management,• NSO Building Management
Organization
IV. OTHER CASES:
- Bandung: outdoor conferences, bridal photos.- Cibubur: outdoor film studio.- Jambi: palm plantation.
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1907 to 1996 Twenty two toTwenty Million
Brownsea Islandto Oslo Conference
ORIGIN OF THE CONCEPT OF FEE PAYMENT
Baden Powell organized the first experimental Scout Camp in August 1907 on BrownseaIsland with 22 boys under canvas. Twenty one boys were from varied backgrounds rangingfrom working class to public school. The 22nd boy was B-P’s 9-year old nephew.
The Brownsea Island Camp had cost B-P 55 pounds, 2 s. and 6d. Each boy was charged theamount of 3s. 6d. as camp fee. B-P received donation of 30 pounds 11s. 6d. This experi-mental camp made a loss of 34 pounds 11s. 2.d.
• Scouting is not free for all.
• Scouting needs resources.
• Contribute and benefit.
Principles of Registration Fee
• Ownership
• Belongingness
• World brotherhood
• Self-reliance
• Obligation to the great and global movement
• Self-help
• Right for insurance coverage
Registration Situation in the Asia-Pacific Re-gion
In respect of organization
• No registration fee
• Fee for group only
• Scout fee for non-Scout students
• Justified individual fee to cover insurance andWOSM’s membership fee
In respect of administration
• Traditional and manual
• Modern but manual
• Systematic and computerized
WOSM Policy on Registration
• Compulsory for membership
• Compulsory fee per head based on PCI
• Independent Scout Organization
• Spiritual Dimension
• Deadline for fee payment
• Non-political nature
• Purpose, principles and method
EVOLUTION OFS C O U T R E G I S T R A T I O N
WEAKNESS
1. A large membership may notproperly recorded2. Communication3. Management and human resources4. Data system implementation5. Inadequate finances to get involved in IT system.
STRENGTH
1. Systematic system thru proper and accuraterecording2. There is a vast potentisl source of members3. Present IT System
What are the obstacles in implementing the membership fee system and the possible solutions (Toinclude the required support from WSB/APR)
THREAT
1. Delayed transmitall of fees from member2. Collection of fees from member may institution inthe collection of fees lessen membership3. School based membership activities are outdoororiented
OPPORTUNITIES
1. Seek help of bank or any financial2. Provide insurance to mmber as scouting3. Affinity program
OBSTACLES
1. If fees will be individually collected, membershipwould either drop of no members at all2. Controlling, recording, and managing a bigmembership3. Existing inefficient manual system4. School – based scouting and yearly fee payment5. High cost of its system to automateregistration & membership collection
POSSIBLE SOLUTIONS
1. Each NSO should institute a fee pay membershipcollected from members2. Fully Advertise thru PR the mission of bigmembership scouting giving more emphasis onvolunterism3. The world scout bureau should extend moreconsideration on fee payment or an amnesty tothose with arrears4. The WSB should negotiate with IT Company onhow to automate the NSO’s membership fee sys-tem by charging the NSO with least cost.
PRESENTATION FROM SWEETY GROUP
Procedures Undertaken:
1. Each country present in the group (India, Indonesia, Malaysia, Philippines) wererequested to write down the strength, weakness, opportunities and threat in eachcountry on membership registration system.
2. SWOT written were consolidated to arrive at following expectation :- features for a model registration system that is adoptable to most NSO- what could be the major obstacles and possible solution- support expected from WSB / APR on this topic
MEMBERSHIP REGISTRATION SYSTEM
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Camp LocationA. (1)1. Require large land area, wild, pristeine, water river,mountain, forest, etc2. Near urban services3. Transport links road, rail air, water4. Basic ammenies : water ; - portable / drink, electricity,telephone accommodation5. Camp centre : Admin, aidpost, management, maintenance,communication6. Basic sales, shop
B. Camping areaMin :- tents- toilets / washing+ - kitchen / mess BBQ- Dorm / huts
Camp fire site’s- Trails etc- Land, water- Environment- Meditation site- Field/sports
Provisions – Hire- Tents- Cook Untilities- Training equipment- Camp computer- Indoor and outdoor equipment- Boats or canoes
Hostel LocationA. (2)1. Maincentre/transit centre near for transport2. Cheap accommodation3. Basic ammenities : board, lodging, toilets, bed,food, etc staff workers, security, water electricity,telephone, IT.4. security, laundry, admin, store, etc.
B. Hostels siteCellsToilet shown / single double share dorimitoryM + F
- Kitchen- Lounge / entertainment TV- Lobby- Medical – aid post
Hire
- beds pillow- sheets mathory- plate- etc
PRESENTATION FROM KUMUL GROUP
Procedures Undertaken :
Group member are expected to discuss among themselves on the present situationof Scout Hostels and campsites and based on the presentation and interaction onthis topic suggests:
a. Basic requirement of a model, (1) Camp (2) Hostelb. How the camp and hostels be made self sustainablec. Major obstacles in the implementation of the suggestions and give their solu-tionsd. Support expected from WSB / APR on this topic
"SCOUT HOSTEL AND CAMP SITE"
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C. Sustainability Scouts/Everyone
- camp fees- rental/hire equipment- deposits/security- sales from store, crafts and scout shops- special package
» holiday camps» fundy camps» summer camps» day outings
- Guides fee
Expenditure
- Salaries/ wages- Capital :
a. Landb. Buildingc. Text
Administration maintenanceOperational electrity, etc.
Sinking fund- Funding resources- Capital- Fundraising- Giants- Donors- Sponsors- Loans
Development plan / plasesProject development plan- expertise consultants (services donated)
- Obstacles, etc- Legal matters- Funds- Expertese- Man power- Equipment- Unexpected
D. WSB HELP- Inform/expertise- Promotion of campsite
C. Sustainability Scout otherB + L fees security deposit shop/s restaurant, moneychanger
Expenditure
- Land- Development- Purchase (already built)- Salaries- Administration- Maintenenace operational- Tax
Sinking fund- Funding resources- Capital- Fundraising- Giants- Donors- Sponsors- Loans
Development plan / plasesProject development plan- expertise consultants (services donated)
- Obstacles, etc- Legal matters- Funds- Expertese- Man power- Equipment- Unexpected
D. WSB HelpPromote hostel to travelers + scoutes, etc
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A. Grant. From government to cover expenses.
Advantages
1. Cover the expense to run activities of organiza-tion2. Receiving fix amount of income periodicallyD
Disadvantages
1. Programs relied on grants needs tobe suspended2. Depending on the availiability of governments’sfund (grants might be delayed)3. Need to apply early in advance
Strategies to increase revenue of less dependenton grants :
a. increase membership feesb. members who participate programshave to cover their own expenses
Reduces expensesChange our strategy to have more income (ex :participate more "profit making" activities)
B. Sponsorhip for Scout Association areas :
- Seek for partners / companies sponsor-ship for food, equipment, electronic, appliances,product
- Partnership with bank on VISA card toreceive potrion of spending into association
- Find discounts on flight tickets/transpor-tations
- Arrangement with companies/e.g : shop-ping centers / theaters) that portion of spend-ing goes to the Association (e.g : in philipines)
- Partnership with media for free broad-cast on TV/ newspapaers to promote Scouting (e.g : korea)
C. Support form WSB
- Sharing success stories from other NSO’s- As a mediator to identity partnership with
worldwide corporations- Grants on specific projects- Technical consultants on financial man-
agement- Support to identify additional grants.
PRESENTATION FROM EAGLE GROUP
Procedures Undertaken :
The group is expected to:a. Analyze the advantages and disadvantages of the grants and suggest strategiesto increase revenues for NSOs to gradually move to be less dependent on grants.b. Suggest most appropriate viable sponsorship/partnership project areas for ScoutAssociationc. Support expected from WSB / APR on this topic
GRANTS/SPONSORSHIP/AFFINITYPROGRAMME/FOUNDATION
PROBLEMS SOLUTION ACTION PLAN
1. Bad management Make better management Training in managementImprove : - Knowledge- Planning - Skill- Organizing - Attitude (culture)- Producing- Controling
SMART
2. Supply Time Produce the suffient Give order for materialmaterial early timebound
3. Storing Materials Make sufficient space for Allocate sufficient spacekeeping materials
4. Price is higher, bad service - price be lower - acceptance of competitive- good service quotation- reduce expense in - quick deliveryproduction
SCOUTSHOP
ASSOURCE
INCOME NSO
B. How can scout shops be run effectivelyas service centre as well as source of income to NSO’s
1. Have a scout shop center to take charge of all scouts supplies and sports upplies2. Decentralized supply through the region3. have an adequate but professional number of staff to manage the affairs of scouts shops4. Have separate income statement of scout shops accounts5. Establish unkages of entrepreneurs :6. print audia and visual broadcast advertisement should be utilized sidelining on use of scoutsaccredited7. insure adequate supply through constant monitoring or orders and inventories8. analyze the supply and demand for future orders.
C. OUR EXPECTS
1. WSB to assist NSO’s through management and technical expertise seminars, workshops on trendspresent of management scouts shops and new product design2. To help assist SWOT of each NSO’s scout shop vis – a vis NSO’s scout shop in the region.
PRESENTATION FROM HIMALAYA GROUP
Procedures undertaken:A. How Scout shop could be a source of income to NSOskeeping the quality products on compatible cost with theopen market.
SCOUT SUPPLY SERVICE
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My purpose in being here today is to try to helpyou understand and hopefully appreciate thedevelopment and management of financial re-sources of National Scout Organizations, a sub-ject which I assume is close to your blood pres-sure, or one that keeps your blood pressure high.
I’ll divide the discussion into two parts – (1) thedevelopment and (2) the management.
DEVELOPMENTI’ll include under Development the Sourcing ofthe Financial Resources of the NSO. What areour Sources? The menu includes: Internal andExternal sources.
INTERNAL – Registration or membership Fees,Scout Supply profits, Sales/Rental Manage-ment of properties especially non-earning or non-performing assets.
EXTERNAL – Grants (government, donors, etc.),Fund Raising including Special Events, Borrow-ings from financial institutions.
The menus of Internal and External Sources havebeen adequately and eloquently dis-cussed withyou earlier by experts.
I’d like to add that a good and rewarding signifi-cant action for external or even internal sourceof funds and expertise is the development of atremendous network of well-placed and deeppockets – repeat - deep pocket (high networth)individuals.
WHAT ARE THE FINANCIAL RESOURCES
Before discussing the management of FinancialResources, I believe it is necessary tomention what the financial resources are thathave to be managed. Simply, they repre-sent what we would call ASSETS, LIABILITIESAND CAPITAL, items normally shown in an or-ganization’s Balance Sheet.
Assets principally include Cash (whether On Handor Deposited in Banks), Investments, Invento-ries of Scout Supplies, Receivables, etc. Notshown in the Balance sheet as anAsset is your Human Resources. They are Fi-nancial Resources also.
Liabilities include what you owe people – suppli-ers, banks, government, etc.
Capital is what remains of what you invested andthe gains or losses from what you have beendoing – rightly or wrongly.
MANAGEMENT
I look at Management of Financial Resources ashaving these twin objectives:
By Dr. Renato L. ParasRegional Treasurer
1. Responsibility of helping meet the Missionand Objectives of the Scouting Movement,and2. Calling attention to activities that do nothelp meet the NSOs mission and objectives.The three parts of Financial Management in-clude:
1. Funds Planning (Treasury)• Covers right and least expensive
means of funding and effectively using thefunds.
2. Comptrollership• Ensures that all transactions are re-
corded, approved, analyzed and reported tomanagement.
• Ensures that the standard of integ-rity of the records are not compromised, es-pecially in the light of the ENRON andWORLDCOM scandals
• Ensures preservation/protection offinancial resources. Preservation of resourcesinclude Risk management of Legal and Taxand Statutory regulations, Auditing, Insur-ance, and other risks.
3. Business PlanningKnow where you are going ("Ma-
hogany" song first line – Do you knowwhereyou’re going to?") Know what you wish orneed.
The key elements of managing financial re-sources include:
1. Budgeting2. Internal Control3. Cost and Expense Reductions4. Measurement and comparison of Resultswith Plans5. Communication of the Results, and the6. Development of an Effective and EfficientOrganizationIn discussing each of these key elements, I’lltry to cover only the important highlights ofeach, given the time constraint this morning
and considering that by now you are tired of sitting down,and will be looking at or shaking your watches as I speak.
BUDGETING
This covers three types of budgets needed to manage theresources –
1) Expense 2) Cash and 3) Capex
The key to successful budgeting includes 1) Agreementson Assumptions – like compen-sation increases, mem-bership numbers, target donations/grants, exchange rate,etc., and 2) Discipline to spend within the total budget.
EXPENSE BUDGETS
• Cover all expenses, such as personnel, communica-tions, premises, utilities, financial costs, etc.
Everyone who prepares their budgets must use the sameagreed assumptions. Forexample, WOSM Geneva asks us to assume in our budget–NO INCREASES in totalas last year’s budget, except for an increase of 2% forStaff Costs!
CASH BUDGETS
• It is really a Cash flow – what cash will come in andwhat cash will get out during the period being estimated.• Usually, you start with a Cash Flow for an annual basisand later on break it by shorter periods – monthly orquarterly for more effective planning.
- Period estimates are extremely necessary because somecash receipts often are season-al, like registration or membership fees, or anticipatedreceipts do not come in or are delayed.
CAPEX BUDGETS
CAPEX in the budget is NOT approval to spend.• Giving amounts needed, is used for Cash Flow pur-poses, Actual proposals to spend each item are sent asfor approvals separately.
• Cover equipment, etc. – only those necessary to serv-ice/support the activities and plans and not those nice tohave. Would you need a state of the art computer?
INTERNAL CONTROLS
• These are the whistles and bells to ensure that 1) NOfinancial RESOURCES ARE DISSIPATED/LOST 2) TEMP-TATIONS ARE MINIMIZED.
• In managing this area, we must ensure that the con-trols are 1) in place, 2) working3) as intended.
"Our weakness for temptations has not increased. It’sour ability to find them that has increased. As someonehas prayed "Lead us not into temptation. We can find it."
• For Internal Controls to work or succeed, someform of discipline should be set up for those whoare responsible for any infraction, even if thoseresponsible are the highestlevel of management. If there is no penalty forany violations, the system is guaranteedto fail and objectives are not met. It even sig-nals that the controls need not be followed.
• In imposing discipline, a cardinal rule is that itis 1) consistent, and 2) fair, - and not applied –1) intermitently and 2) selectively.
COST AND EXPENSE REDUCTIONS
• Reducing costs and expenses is another keyelement in financial management, sincethis is something that is completely internallycontrolled and is a source of "financing". Thanksto the computer, we can analyze Costs faster.
• Sample questions to ask in analyzing costsand expenses- Why I am doing it what I’m doing?- How does it meet my objectives?- Is there a simpler and less costly way of doingit? How about outsourcing someactivities?
I remember a Chief Executive of an NGO whotold me that his organization was given an un-limited budget and they overspent it.
MEASUREMENT AND COMPARISON OF RE-SULTS WITH PLANS
• Knowing the past makes the present easier toappreciate and the future less difficult to under-stand.• It is wise to remember that ONLY THOSE THATARE MEASURED GETS DONE.• MANAGEMENT GETS WHAT IT INSPECTS, NOTWHAT IT EXPECTS,• In comparing results, the question to ask is"Am I getting value or the intended results?If not, what corrective actions should I take?
COMMUNICATION OF RESULTS
• Results to appropriate management must be –1) timely, 2) relevant and 3) accurate.• More important, the feedback is not only theresults, but the analysis or highlights of what theresults are saying and even suggestions for anypossible actions.• Communication must also be understood andeffective. Let me illustrate effective communica-tion
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DEVELOPMENT OF AN EFFECTIVE AND EFFI-CIENT ORGANIZATION
• This includes the management of your humanresources.
In the management of human resources I recallmy Procter & Gamble bosses advising meto "be patient with the faults of others. They haveto be patient with yours." (Repeat advice). I stronglyendorse this advice to you all.
• All the key features I mentioned will not workunless one has an effective and efficient organiza-tion that is well trained to achieve the mission andnot a team which has collec-tive mediocrity. Enthusiasm is not enough.
• As someone said "You can’t fly like an eagle ifyou’re working with turkeys." Ask this question –Do I know how to hire the right people? Am I train-ing my people right? Don’t leave hiring and train-ing to your Human Resources people. Needed –EXCELLENT HIRING/INTER-VIEWING SKILLS
• The "eagles" should have these additional basicskills apart from math – communication, creativityin solving problems, knowing how to work with peo-ple, analytical skills computer, literacy skills andgood judgement.• What do you think of this guy’s analytical skills - I drink water with rum, gin, whiskey I’ll neverdrink water!
COMPUTER LITERACY SKILLS – The current envi-ronment forces movement away from conventionalmanual methods to the challenge of the computerand new tools. Moveaway from IBM which means – It’s Better Manual!
• AVOID MIRACLE WORKERS. It’s a miracle if theywork.
SUMMARY
Now, I’d like to wind up by summarizing what Ishared with you.1. Development of financial Resources – what areour sources of financial resources – INTERNAL andEXTERNAL.
2. Management of Financial Resources• Objective – to help meet the Mission and Objec-tives of the Scouting Movement.• Three parts
- Funds planning – right and least expensive meansof funding.
- Comptrollership – need for accurate recordingand reporting scores, with standards of integritynot compromised (ENRON/WORLDCOMmisadventures and preservation/protection of finan-cial resources.
3. Key Features.• Budgeting – Expense, Cash and Capex.Eliminate activities not relevant, not meeting objec-tive or OUTSOURCE activities. Wewere given an unlimited budget and we overspent it.• Internal Control – whistles and bells to minimizetemptations so that resources are not dissipated andlost. Lead us not into temptation. We can find them.
• Cost and Expense Reductions – ask WHAT and WHYyou are doing things, followed by,if we still need to do, is there a less expensive way ofdoing them
• Measurement and comparison of results with PlansONLY THOSE THAT ARE MEASURED GETS DONE.MANAGEMENT GETS WHAT IT INSPECTS, NOT WHATIT EXPECTS.
• Communication of results – timely, relevant andaccurate feedback. What a mandoesn’t know usually doesn’t hurt him. But in finan-cial resources management, what aman doesn’t know can hurt him. Be an effective com-municator.
• Development of Effective and Efficient organiza-tion. You cannot soar like an eagle if you’re workingwith turkeys. Know how to hire. Hire the right peo-ple.
CLOSING
Before closing, I suggest that
• At the end of each day, consider a time for prayers– FOR THANKSGIVING, FOR SUC-CESS and for OTHERREQUESTS.
Speaking of prayers –Someone asked the Chaplain of the U.S. Senate, "Doyou pray for the senators?" "No" he quickly answeredback. "I look at the Senators and the Congressmen,and what I do is earnestly pray for the country." I’dbe happy if you believe only half of what I said. Youhave to be smart and brilliant which you all are. Smartis to believe one half; brilliant is to know which half.
CHALLENGE
I’d like to close by wishing that you challenge your-self and ask
"How can I be truly an effective resource in my or-ganization. It may be worthwhile re-membering that"commitment is what transforms desires into reali-ties." How committed are you in your job?
I wish to thank you all for being such a fine audience,especially those of you who stayed awake.GOOD MORNING. ENJOY the rest of the Seminar.
MARRAKECH CHARTER
1. Principles
• In a world increasingly perceived as a glo-bal village, but which paradoxically, is witness-ing the disintegration of more and more com-munities.
• In a world suffering from hunger, poverty,illiteracy, exploitation, social injustice and un-employment, encountering rising intoleranceand racism, threatened by individualism andthe desire for profit at any price, seekinggreater democracy and the respect of humanrights, at a time when the health, the envi-ronment and peace are threatened in numer-ous regions.
• In a world where totalitarianism and barri-ers between people are disappearing, andwhere modern means of communication offerundreamed of possibilities to establish con-tracts and form links among people.
More than ever before, we need men andwomen capable of acting in partnership for aworld "without borders", in the name of jus-tice, solidarity and peace.
We firmly believe that Scouting, faithful to itsfundamental principles and with its provenspecific educational method, can significantlycontribute to the development of the kind ofcitizens which the world needs.
In Scouting, education for partnership startsin the patrol, when a young person learns todiscover other people, to respect their differ-ences and to act with them.
This discovery gradually extends to the worldaround him or her, to the local, national andinternational community.
Through concrete and approriate activitiesadapted to their capabilities, young peopleprepare to become responsible citizens.
Partnership between Scout associations,whether from the North, South, East or West,and between Scout associations and other lo-cal, national or international governmental ornon-governmental organizations reinforcesthis educational action, provided that:• The partnership meets the young people’sneeds and aspirations, and involves them inall stages of action.• The partnership is based on the fundamen-tal principles of Scouting.
• The partnership serves to:- enrich the youth programme of the
Scout associations concerned.- strengthen their human and financialresources.- develop their infrastructure.
• The partnership is built upon the principles ofequality, autonomy, reciprocity and fraternity.
- recognize the other as a full partnerwith the same rights and obligations.- recognize that the other bears the
main responsibility for its own development.- respect the culture, values andbeliefs of the other.- respect the educational choices andstructures of the partner association.- seek to strengthen the autonomy ofthe other whilst accepting the need tobe interdependent.- recognize the other’s contribution
and endeavour to ensure a reciprocalexchange.
- avoid harming the partner andcredibility- place human relationships at the
heart of the partnership, in a spirit ofopenness and tolerance.
• The implementation process is based on trans-parency and co-management.
- freely express needs in a spirit ofmutual trust.
- consult each other before taking anydecision- make decisions together at allstages of the project (identification ofneeds, definition of objectives, imple
mentation, evaluation and follow-up).
2. Partnership and Youth Programme
Partnership contributes to the enrichment of theyouth programme, especially in the field of de-velopment education and peace education.
In implementing partnership, it is important:
• To identify the needs and aspirations of theyoung people in each community
• To involve the young people in all stages ofthe partnership activities
• To consider the patrol as the basic cell.
Partnership is a means to discover, understandand respect others, their cultures, lifestyles andScouting practices.
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Development education and peace education pro-mote the rights of men, women and children.
Development education and community involve-ment need to be integrated into the youth pro-gramme, in particular through the progressivescheme.
Young people need to be involved in regularlyevaluating and updating the partnership, takingthe specific objectives of each partner into ac-count.
Partnership contributes to the participation of allyoung people and their social, cultural and eco-nomic integration into their ocal, national andinternational communities.
3. Partnership and Youth Exchanges
Youth exchanges are a privileged means of pro-moting development education and peace edu-cation.
In order to be fully educational, they should:
• Allow both partners to share knowledge andskills
• Be prepared jointly in a spirit of mutual re-spect, involving young people in all stages of theproject as the main participants in the partner-ship.
• Train young people to acquire a good under-standing of their own culture and that of theirpartners.
• Be planned, implemented and evaluated jointly.• Ensure that partners contribute equally• Be founded on the principle of reciprocity
• Enable young people to share their experienceupon their return home
4. Partnership in the Area of Adult Re-sourcesPartnership enables us to strengthen the adultresources of partner Scout associations, especiallythrough leader exchanges, leader training andvolunteer service.Associations should ensure that leader exchangesare based upon the same principle as those de-fined for youth exchanges.
In the case of trainees, it is essential for the Scoutassociations concerned and if need be, the ap-propriate bodies of WOSM to discuss in advance.
• the choice of trainees
• their preparation• the objectives and content of their training• evaluation• what is expected of the trainee upon his/herreturn
Overseas volunteers should meet the follow-ing criteria:
• the volunteer is under the responsibility ofthe association to which he or she is assigned.A detailed contract defines the mission of thevolunteer and the relationship between him,his own association and his host association.
• the volunteer should correspond to thefolowing profile
- be a member of the Scout Movement or at least accept its fundamental principles
- be able to provide training- have the skills and professionalexperience corresponding to the job
description- be able to get on with people and
adapt to different situations.
• the contract should be long enough to allowtime for adaptation, planning, implementationand preparation for the future: creation of theconditions required to guarantee the durabil-ity of the project, especially the training of lo-cal leaders to take over from the volunteer,etc;
• the sending association should do every-thing possible to prepare the volunteer;
• the host association should do everythingpossible to facilitate the volunteer's wrk andintegration;
• the partners should jointly evaluate the vol-unteer's work during and after the contractedperiod.To guarantee development and peace educa-tion through partnership activities, Scout As-sociations should include this dimension in theadult leader training programme at all levelsand for all age sections.
5. Partnership and Material and FinancialResources
The financial dimension should not be the onlymotive for partnership. Above all, partnershipshould be basaed on a mutual need to learnmore about each othr and to pursue a com-mon objectve together.
Financial co-peration requires:
• Determining jointly the aim of the activity orprojects to be funded
• Agreeing on the criteria and rules governing thegranting of funds or the provision of services
• Ensuring transparency in financial management
• Exchanging information on administrative andfinancial procedures
• Evaluating jointly
This co-operation should be based on real solidar-ity between all associations, by encouraging themto devote a percentage of their own budget to de-velopment.
It should also promote direct action between asso-ciations in neighbouring countries, as a way of shar-ing and using available resources more effectively.
The development of Scouting depends on supportfor the educational programmes and infrastructureof associations. Public and rivate sponsors need tobe convinced to provide such financial support.
Partnership should enable associations to gain ac-cess to different kinds of funding, in order to guar-antee their autonomy and multiply their possibili-ties for action. It should also find funding forprojects whic enable an association to generate itsown funds.
All associations should be encouraged:
• to contribute to the "U-Fund" (Scout UniversalFund in WOSM solidarity fund).
• to assist Scout associations in countries whichare victims of conflicts or natural disasters.
Likewise, funding for development education is es-sential for partnership.From a fiancial point of view, it is essential that thepartnership is built on utual trust, transparency infinancial matters and the assurance that both part-ners benefit equally at the end of the exchange.
6. Multilateral Partnership
Associations are encouraged to establish ultilateralpartnerships with other Scout associations or gov-ernmental or non-governmental organizations, es-pecially in the same geographical area.
This type of partnership can help to develop moreegalitarian relationships between partners and toenrich exchanges.
7. Partnership with Other Organizations
Partnerships between Scout associations andother local, national, international, governmen-tal or non-governmental organizations enableassociations to strengthen the educational im-pact of their actvities.
These organizations should be encouraged toacknowledge the contribution of Scouting tothe development of society through its educa-tional action, and to co-operate more closelywith Scouting at local, national and interna-tional level, respecting its indepedence andspecific character.
Such partnerships may take a variety of forms:financial support, provision of material, experttechnical support, preparation of educationalmaterial, etc.
they should also encourage Scout associations,at national and international (regional andworldwide) level, to participate in collective con-sultations to develop youth policies.
8. Partnership, Scout Associationsand WOSM
Scout associations are invited to prepare andestablish their partnership activities and rela-tionships in consultation with the appropriateWOSM bodies.
These bodies should support associations in thedevelopment and implementation of theseactivites, namely:
• by signing agreements at international levelwith other organizations, in order to gain rec-ognition for Scout activities in the fields of ac-tion of these organizations;• by developing educational tools, to help as-sociations to implement these activites as ef-fectively as possible;
• by encouraging the exchange of informationon partnership by all appropriate means (pub-lications, networks, etc).
9. Partnership and Emergency Relief
Partnership is particularly necessary in emer-gencies, conflicts and natural disasters.
Through its educational programme, Scoutingprepares young people to play an active rolein the prevention of natural disasters and con-flicts. It contributes to emergency relief workby mobilizing its members and appealing for
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solidarity. Once the emergency is over, it helps with re-construction and rehabilitation.
It is important that support networks exist, in order toallow associations to intervene rapidly and effectively inan emergency.
Scouting must remain true to its fundamental priciplesand method by focusing its action on caring for childrenand young victims.
10. Partnership Contract
Partnership activities should be regulated by a "partner-ship agreement" in the form of a convention betweentwo or more associations or organizations in the spirit ofthe present Charter.
A partnership agreement is a moral commitment betweenthe partners, based on shared ideals and convictions. Itclearly defines the objectives, means of action and im-plementation procedure of the project. It also definesthe responsibilities and framework within which eachpartner can act.
WORLD SCOUT EMBLEM (WSE)- a valuable asset created in 1961- exclusive property of WOSM through its legally incorporated body, which ownsall rights relating thereto.- design legally registered as a Trade Mark, first with the Swiss Federal Officefor Intellectual Property and, secondly, with WIPO under the Madrid AgreementConcerning the International Registration of Marks, for a period of twenty yearsfrom 15 December 1988, subject to further renewal.- in addition to registration, to control protection, it was decided to license,whenever appropriate, the reproduction of the WSE in any form for sale, andthat royalties should be paid for such sale- liability for royalty payments- uses = identification with WOSM or decoration = Cat A.- uses = for sale = Cat B two categories to determine the liability for royaltypayments were established.
• Category A - royalty-free license pro-vided by the World Scout Bureau where theuse would be solely for identification, officialuse or other decoration, on behalf of WOSM.Programme items such as books bearing theWSE were included in this category. As thiscategory did not generate revenue for WOSM,and was infrequently used, the category isto be discontinued
• Category B - A royalty of 10% of themanufacturing costs, not including taxes,would be charged where the primary pur-pose of the use is to display, or promote theWSE, or to add decorative value to a saleitem bearing the WSE. This category is tobe changed, and enlarged to include all itemsto be sold bearing the WSE, regardless ofuse, including all programme materials bear-ing the WSE.
• It is expected that each NSO shall ensurethat any commercial use of the WSE, whichincludes all items for sale bearing the WSE,is duly registered with the World Scout Bu-reau, the commercial use is authorized by aduly valid license and royalties as requiredare paid in accordance with Category Babove.• The World Scout Committee recognizesthe risks inherent in a requirement for pay-ment of royalties on the sale of all items bear-ing the WSE and should re-assess the situa-tion as necessary in the future.
• The World Scout Committee reasserts, andrecognizes, its legally constituted responsi-bility to protect and promote the unity ofScouting. The World Scout Committee em-phasizes to NSOs world-wide that they havea legal and moral obligation to pay the re-quired royalties for the commercial use ofthe WSE in their countries. The purpose ofthe royalty requirement is to provide funds
for the Scout Movement. In addition, theNSOs must appreciate that with rights to usethe WSE, come responsibilities, and theymust protect the WSE in their countries byappropriate action against those who woulduse the WSE illegally within their countries.
• NSOs are reminded that they are not au-thorized to license others to use the WSEunder any circumstances.
• World Scout Badge (WSB)WSB = a variation of the format of the WSE,of which there were five originally author-ized, and which could be worn as badges.As two of the original formats are no longermanufactured, they are discontinued, leav-ing the WSB only in the approved formatsof:– 44 mm dm embroidered or woven badge– 12 mm dm silver plated lapel pin badge– 12 mm dm aluminium lapel pin badge.
• The World Scout Bureau may license NSOsfor production of approved formats of theWSB, subject to the royalty requirements.
• The World Scout Pin (WSP)The WSP was designed in 1998 to give Scout-ing better visability, reinforce its image, andfurther unify the Movement. The WSP is avariation of the WSE and is protected byTrade Mark registered in the name of WorldScout Bureau Inc. subject to further renewalas necessary.
• The Role of the World Scout Founda-tion (WSF)The WSF encourages all NSOs wishing todemonstrate their solidarity with WorldScouting to allocate a part of their incomefrom sales of WSBs to the development ofScouting world-wide through the WSF. Suchvoluntary contributions, however, are in ad-
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all NSOs should complete trademark regis-trations within their own countries for theirNational Scout Emblem as soon as possible.This work cannot be done centrally throughthe World Scout Bureau as each country'slegal requirements are different, but failureto obtain the registrations could have seri-ous future consequences for the NSOs af-fected.
• If a National Scouting Organization failedto complete the trademark registration proc-ess for its Scout Emblem, this Emblem wouldbe open to free usage by anyone, but mostimportantly, other competing scout organi-zations, not members of WOSM would havefree access and usage of it. This would re-sult in placing a NSO in the position of hav-ing to use legal means, which may not besuccessful, to overcome a pending, or regis-tered trademark, as it could be properly saidthe NSO did not assert its claim of owner-ship, and usage of the Emblem by registra-tion of the trademark, while it had the op-portunity to do so, and therefore lost all ofits legal rights to the Emblem.
• The National Scout Emblems have greatvalue to the individual NSOs, and also toWOSM generally, as the Emblems are widelyrecognized as representing Scouting acrossthe world. The registration process shouldbe started immediately, if not already done,to ensure protection of these assets now andin the future.
• It should be noted that any legal proceed-ings commenced by a NSO to assert owner-ship of their National Scout Emblem must bepaid for by the NSO affected, which shouldbe a further incentive toward trademark reg-istration.
• National Scouting Organizations may haveother assets beyond their National Scout Em-blem which could be given trademark pro-tection, and it is recommended that such pro-tection be obtained.
dition to the payments of royalties requiredand not in substitution therefore.
• The Role of SCOREThe WSB, the WSP, and many other articlesare available from SCORE, the Scout Shop ofthe World Scout Bureau, to which the WorldScout Committee has entrusted the rights tocommercially exploit the WSE to facilitate itsexpansion and to optimize revenue from thecommercial use of the WSE.
• The Role of National Scout Organiza-tions• The World Scout Committee, in its consid-eration of this circular, asked for further clari-fication and additional information for the ben-efit of National Scouting Organizations regard-ing the matter of trademarks, and the valueof them.
• It has been established that World ScoutEmblem is protected from falling into thepublic domain through the registration of theEmblem as a trademark.
• As a result of this registration, membersof the public are prohibited from using theEmblem for any purpose, and the use of theEmblem by a member of the public wouldrender that person liable in damages to WOSMfor such unauthorized usage.• The Emblem has substantial financial as-set value to WOSM, derived from the reputa-tion and goodwill of our Organization, and isprotected from such improper usage throughthe trademark registration.
• National Scouting Organizations (NSOs)also have their National Scout Emblem whichhave substantial asset value to the individualOrganizations.• Those Emblems should be protected, forthe same reasons as the World Scout Em-blem is protected, through national registra-tion of trademarks.• It is, therefore, of great importance that
Benefits of going international
1) Improving image
2) Motivating membership
3) More power and impact
4) International projects - global subjects
5) Co-operation
6) Education, promotion
7) Competition, incentive
8) Products and services
9) Lobbying, agreement
10) Small and poor
11) Influence and control
12) Colleagues
13) Help, assistance
14) Know-how
15) Prestige, pleasure
16) Governance, responsibility
17) Friendship & brotherhood
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• Election of officers - term of office• Functions of the Board
– Supreme authority– Decide use of funds– Enact regulations– Delegation
1.3/3 Good statutes
• Representation• Voting and quorum• Meetings - agenda - records• Other organs
– Executive committee– Auditors
1.3/4 Good statutes
• Annual accounts• Reports• Dissolution
1.4 Motivated supporters
• Enlargement of the first circle• Prescriptors• Networkers• Ready to move
1.5 A market
• Scout Constituency• Former Scouts• Friends of friends• Concentric circles• Corporations aware of social responsibility• Co-branding organizations• Public authorities
1. What are the pre-requisites?
2. How to ensure continuity?
1. Pre-requisites
1. Political willingness2. A good Board3. Good status4. Motivated supporters5. A market6. Fund-raising strategies7. Scouting image and perception
1.1 Political willingness
• Inspirational vision• Project supported by NSO• Project validated by NSO• Commitment to long term
1.2 A good Board
• Dedicated volunteers• High profile• Wealthy people• Ready to contribute• Door openers• Clear on their role - governance vsmanagement
1.3/1 Good statutes
• Legal reference• Aim• Capital• Funds organization - def. of income• The Board
– Ex-officio– Life members– Elected members
1.3/2 Good statutes
FOUNDATIONEndowment Fund
1.6 Fund-raising strategies
• Multiple and adapted strategies• Individual• Corporations• Agencies - projects
1.7 National Scouting
• …. And above all, quality Scouting at all levelsof the National Scout Organization
2. To ensure continuity
1. Investment performance2. Demonstration of difference3. Reporting4. Communicating5. Recognition
2.1 Investment performance
• Do better than others• Don ’t do worse• Preserve capital• Have investment strategies• Adapt strategies• Follow-up• Other resources
2.2 Demonstration of difference
• Demonstrate impact in the language of thedonor (success stories)• Third party validation• In what their donation has made a difference• Awareness of the competition
2.3 Reporting
• Essential• Tailor made• Shows difference• An investment• Long term vs 1 time shot• Multiple use
2.4 Communicating
• Through the appropriate media• With an adapted message• Build up contacts before you need them
• with your Board• with your consitutency• with your donors• with the public at large
2.5 Recognition
• Value the effort• Adapt recognition to expectation• Ego• Promote recognition appropriately
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ASIA-PAFICIC REGIONAL
SCOUT FOUNDATIONThe foundation started with an initial donation of US$10,000.00 from Scouts ofChina during the APR Scout Committee meeting held at the 19th World ScoutJamboree in Korea in Korea in 1991.
The Creation
Aim To continually build capital funds through membership recruitmentof individuals, national Scout organizations and their branches, and corporationswho support the worthy cause of Scouting.
Membership Open to individuals, national Scout organizations and their branches and corpora-tions.There are five classifications:1. Associate Member - US$500-up2. Donor - US$1,000-up3. Bronze Palm - US$3,000-up4. Silver Palm - US$5,000-up5. Gold Palm - US$10,000-up
1. To assist growth of Scouting and community development by funding worth-while projects through member Scout organizations in the Asia-Pacific region.
2. To support research projects on Scouting and the development of Scouting.
Objectives
MembershipPrivileges
Associate Member1. Foundation Certificate2. Foundation Lapel Pin (Silver)3. Asia-Pacific Scouting Newsletter for 6 months
Donor1. Foundation Certificate2. Foundation Medallion3. Foundation Lapel Pin (Gold)4. Asia-Pacific Scouting newsletter for 1 year
Bronze Palm1. Foundation Certificate2. Foundation Bronze Trophy3. Foundation Lapel Pin (Gold)4. Asia-Pacific Scouting newsletter for 3 years
Silver Palm1. Foundation Certificate2. Foundation Silver Trophy3. Foundation Lapel Pin (Gold)4. Asia-Pacific Scouting newsletter
Gold Palm1. Foundation Certificate2. Foundation Gold Trophy3. Foundation Lapel Pin (Gold)4. Asia-Pacific Scoutingnewsletter for 7 years
Management A management Committee oversees the affairs of the Foundation. The Scoutassociation of Hong kong serves as the Trustee of this while the world Scout Bu-reau/Asia-Pacific Region is the secretariat.
Projects Supported The Regional Scout Foundation has supported 3 projects with a grant of US$15,000 each.1. an environment-oriented project in Bangladesh2. emergency training courses in the Philippines3. a Community Development project in India.
Progress Balance as of 30 June 2003 - US$1,265,494.93
Goal Having achieved the initial goal of ONE MILLION US DOLLARS in 1999, the RegionalScout Committee sets a goal of raising another ONE MILLION US DOLLARS by 2005
Support the APR Scout Foundation!
Your contribution goes a long way in funding more Scouts working directly with the community.
4. Selling the benefit• Assume ignorance on behalf of the donor• Important to the donor
Some charities are so well-known thatwhen mention the name people have animmediate (if often incorrect) impression ofwhat the charity does. If you do not havethat level of awareness, do not presume thatpeople immediately know what it actually sbut describe it (use quotes from known peo-ple) in as graphic and pictorial way as pos-sible. A gift might offer only limited benefitto the donor, the question of benefit to thedonor is still important. Combine aproosition which is almost altruistic withone which identifies the interest of poten-tial donors.
5. Volunteers• Success depends on the number and typeof people who are doing the asking• More convincing
Most successful organizations builttheir fundraising on the efforts of hundredsor thousands of men, women and childrenall doing their bit for the charity. Includethem in your management committees anddevelop mechanisms for managing and de-ploying the source effectively.
6. Making the ASK• The main reason for not giving is: notbeing asked• Clearly, directly & exactly
Sometimes you do not exploit theopportunities that exist or you do not do itso effectively. Purpose: raise money, for-gotten: the call to action, the punch-line, isthe essential piece of the mesage. Do notassume that the potential donor u n -derstands the mesage by vurtue of simplyhaving received the piece of paper it is writ-ten on. Make sure the donor receives themessage, does understand it and re-spond to it. SO: ask clearly and directly forexactly what you want. Repeat the mesage,ask more than once and make it as easy aspossible for the donor to respond.
7. Saying „Thank You"• Faith, Hope & Charity• Act of enlightened self-interest or com-pletion of the process• Reassurance of the donor
Principles of Fundraising
1. Peoples business2. Commitment3. Truthfulness4. Selling the benefit5. Volunteers6. Making the ASK7. Saying „Thank You"8. Opportunism9. Persistence
1. Peoples business• People give to people who ask on behalf ofother people who need help: people do not giveto organisations!
Bear in mind that you communicate withreal people (though not necessarily inpersonal contact with them all the time) aboutreal human issues about which the potentialdonor may also have firsthand experience andvery clear views. You, weather avolunteer or a professional, are only human: youwill have your own personal views about thecause they are raising money for; you need tobe committed to it and to understand it. Theneed to present a sensitive but truthful case,whilst making it powerful enough to persuadedonors to give, can cause conflicts within theorganization. This demands sensitivity and un-derstanding from you.
2. Commitment• Level of commitment is most important at-tribute.
Donor detect level of commitment. De-velop real commitment, re-motivate or stop.
3. Truthfulness• To build a lasting relationship• Value of your work
Fundraising requires the ability to sell anidea, this creates a pressure to tell onlypartial truths. For example: poverty - complexsocio-economic factors - short letter and howcan you describe what lies behind the poverty.What if a part or the whole fundraise projectfails for some reason, can this be withheld fromdonors? Try to keep the most committed sup-porters fully in touch. If you grasp the nettle inthis way, you will find that a full explanationcan help create a deeper respect for the organi-zation and a better understanding of its work.
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that donors tend to respond best to the needs ofindividuals whether they be human or animal.
2. Identifying the sources• Grants from a central government• Grants from a non-governmental agency• Grants from a local authority• Support from individuals• Grants from trusts and other grant making bodies• Support from companies• Support from volunteers
3. Which one is most appropriate depends on:• Past experience• Scale of need• The attractiveness of the cause• The style of your work• The resources and skills available• Your natural constituency of support• The type of organisation you want to be• Short term or long term
• PAST EXPERIENCE. The results so far of yourfundraising. Develop further things that have gonewell. Encourage your existing supporters to continue(higher level?). effort and resources can be investedin the development of those areas that appear to work.
• SCALE OF NEED. Large needs large funds9large grants or multiples of smaller gifts). Developsources that have the capacity to make a realisticcontribution to your overall need.
• THE ATTRACTIVENESS OF THE CAUSE. Somesell themselves (cuddly animals, starving babies) andif you can associate yourself it is much easier. Elseyou have to work hard to make your cause seem im-portant, to present it effectively to donors and makeit seem compelling as something to support.
• THE STYLE OF YOUR WORK. Radical or con-servative? Young or old? Leading edge or steady?Identify institutions ad individuals that share your vi-sions and outlook.
• THE RESOURCES. Enough people to collectmoney? Contact to develop a big gift campaign orthe organizational ability to run a major event? Dowhat you are good at doing!
• YOUR NATURAL. Governemnt? Trusts? In-dividuals? Who has a stake in the problem orneed you are addressing? Can you get them to sharein its solution?
• THE TYPE OF... Membership rganization isdifferent from an organization funded by the govern-ment and a fundraising orgaization very different fromone that relies from earnings from the sale of its serv-ices. Your fundraising strategy will help you
The act of giving includes elements of faith,hope and charity. Faith: that you truly representsthe cause and will do with the money as promised.Hope: a gift however small, my make some differ-ence. Charity: as an act of altruism, a gift withoutthe expectation of any material return. In makingthe decision to give, a whole range of feelings andthoughts may be aroused in the donor. It is im-portant to be aware and to understand this proc-ess. Enlightened self-interest on your behalf andin it canthe completion of the process of stimula-tion you have started. Process of giving alsorequires that the donor is reassured that the rightdecision is made. In our case saying thank youand reassuring the donor that the gift has made orwill make an important contribution t a needycause encourages the donor to spread the word toothers. Not saying thank you can be consideredto be an act of considerable discourtesy and willbe remembered longer that the reason for the giv-ing.
8. Persistence• Don‘t give up .....
If your cause is important and you feel youcan share that view with a otential donor the per-sist in asking. Main reason for failing is taking aNO for an answer and give up too soon.
9. Opportunism• The great friend• Matter of attitude
It is more than just a question of taking op-portunities when they arise; sometimes things aregoing on in the world that can help your cause.Find a way to associate yourself with it and youwill gain more attention than otherwise. Graspevery opportunity that presents itself. When a well-known supported is receiving a lot of money, shouldyour letter not be in his tray the next morning?
Fundraising Strategy
1. Outline the needs• The organisations own financial requirements• Establish what human or societal needs are be-ing addressed• How can the need be expressed in human terms
(1) To undertake the work.Annual and roll-ing budgets based on your plans for short andmedium term.(2) What exactly is needed? Con-sequences or implication of this need? What willhappen is nothing is done? Who is doing what tomeet the need? What do others do? if the need isnot important and your role not clear, developinga good 'case' becomes difficult. (3) Well known
become the sort of organization you wantto be.
• SHORT... If you are there for thelong term sources of income. You wantsupporters turned into regular supportersetc. Some other sources are essentiallyshort term and use them for that purposealthough some might develop into long-term relationships.
4. The constrains• Geography• Appropriateness• Resources• Legal• What other organisations are doing
GEOGRAPHY. Are you a nationalor local organization? Or is it local butwith anational significance? Somesources only give national, others onlylocal. Central Government: National-Lo-cal Government: Local. Companiesthrough head office: National-localbranches: Local. Local people are con-cerned about their own local communi-ties, but are also concerned about widerissues in society. If what you are doinglocally is particularly innovative or inter-esting, it may catch the interest of na-tional funders, both because they like be-ing associ ated with excellence and be-cause the project may provide the answerto similar problems in other areas.
APPROPRIATENESS. Some sourcesare completely inappropriate becausewhat the donor stands for is completelyopposite of what the charity stands for. Itis important to discuss and try to agreethe constraints before you setaboutasking, rather than creating problmsfor yourself aftrwards.
RESOURCES. The available re-sources to you determine what you canand what you can't do. Money is anotherimportant resource and determines howmuch you can spend and how soon youneed and return on the investment. Howmuch will it cost and whe will the resultscome in determines wht you can afford.
LEGAL. Law protects people. Spe-cific rules for collecting money or raisingmoney through raffles or lotteries. howmuch of the raised money needs to be
spend on the actual cause. Reclaim of tax by donor andraiser. Knowing the rules is important and keepingwithin them is even more important.
WHAT OTHERS ARE DOING. Imitations do notwork in general. fishing in the same pond? Distinguishyourself either by differentiation or by focus
5. Determining the Strategy
1-5%Donor mailingsAppeals to trust andcompaniesGive As You Earn
5-15%House to HouseLotteriesCollecting boxes
40-70%Permanent Shops
100%+Cold Mail
15-40%Temporary ShopsSome EventsRadio & TV Appeals
70-100%Advertising
• Be cost conscious(critical donors, norms)
(Probable start up costs)>
Ansoff Matrix New Existing Fundrais Techniques Fundrais Techniques
Existing Product development Expand existing schemesTarget Audience (for example by assuming to get
better response rates on existingappeals)
New Diversification Developing new audiencesTarget Audience DANGER AREA using current techniques or
extend geographical coverage
Other useful technique is the SWOT analysis. It is simply away of identifying the current position of your organisationand fitting the strategy to the organisational needs.
6. Other Strategic principles
Be cost conscious. Everything possible should be done tosave money. Norm in EU is max. 20% of the raisedmoney can be spend on organization and fundraising costs.However not experienced fundraiser will probably need atleast 33%.
7. Other Strategic principles (2)• Avoid Risks• Someone has to pay• Don‘t be dependent• The Long-term approach• The Multiplier approach• General principles (tax, privacy, legal)
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AVOID RISKS. Donors would bepleased to hear that the money had beenin vested wisely to generate lots of fundsfor the you.This might involve piloting ortesting new ideas where this can be done;identify the worst possible thing that canhappen and insure against it; and that youscrap the activity when it looks set to fail.
SOMEONE HAS TO PAY. Do donorshave to pay for services provided? It ishowever important, to cost what you docarefully and accurately.
DON'T BE DEPENDENT on only onesource of funding. Diversify your activitiesand sources.
THE LONG TERM APPROACH. Cashnow? Or ensuring continuing flow of fundsfor the future (i.e. legacies). It is proventhat the value of long term giving soonoutweighs that of casual giving.
THE MULTIPLIER APPROACH. Youcan use the cascade effct: visited house-holds,monthly by local collector, give their$1. In this way one person at the HQ isable to mobilise thousands of people andraise huge amounts of money. Cascade canmultiply the number of people supportingyou and the amount you can raise.
GENERAL PRINCIPLES. TAX. Lot ofpossibilities within the Tax laws that couldsuit you as a fundraiser and makes it at-tractive for donors to give once (big) orregularly. PRIVACY. More and more an is-sue and you need to make sure that youfully comply with the laws in your country.This also means that you have to invest ingood software to enable you to register yourdonors and to use addresses bought fromcompanies. LEGAL. Is worthwhile to findout what other legal restrictions or possi-bilities there are.
What troubles the water1. Four major factors:• Economic climate prevailing in the coun-try• Development of policies to move old &sick back into the community• Reorganisation of the health services &entry of hospitals as serious players
• The reluctant rise in numbers of charities competing forfunds
This depends how donors (and we as fund seekers) inall sectors (governments, companies, trusts) will react to this.This will provide new roles and make further demands onvolunteer organizations. Giving to health related organiza-tions is still the number one way of spending your donormoney. In a typical year around 3,000 new charities are reg-istered. Not all of them make any significant demand on thepublic's generosity but most are potential fundraising organi-zations. This is not necessarily bad; just that it makes lifeharder for the fundraiser.
Individuals and/or companies• The sources (others)
– Statutory funding– Trust & foundations
• The sources (individuals)– Donators– Members– Legacies
• The sources (companies)– Sponsorship– Gifts in kind– Strategic partnerships
• The sources (others)– Statutory funding
• Regional Governments (EU)• Nationally by Central Government
– Trust & Foundations6 good ideas• Thoroughly research and make contact• Present a concise but complete written appli
cation• As much reference material as possible• Arrange visits of staff or trustees• Invite trusts to consider giving
which is matched to the gift of another organisation or indi-vidual
• Raised more money than you need? Be truth-ful and go back with alternative suggestions
STATUTORY FUNDING.Huge amount of money available but it is not easy to get.Getting a statutory grant is slow and tortuous and the out-come will depend on a whole range of factors which will beoutside your control such as the time f year, he political cli-mate and the state of the economy. Conditions of such fundsmight also imply promotion of government policy through thechannels avialble which can not always be accepted. Besidesthat there is a strong interest in effectiveness and account-
ability which results in a 'contract culture' inwhich considerable effort has to be put intowinning those type of funds.ACTION COURSE: find out if you had links withany likely funding sources - research to iden-tify and match possible funders - approachpossible funders to discuss their requirementsand how to prepare your application - prepareand submit the application (application form?)SKILLS: you will need persistence, persuasionand personal contacts. In addition you needin-depth knowledge about your organizationand be able to speak and answer questions withauthority. You might need to make a personalpresentation and you need to be able to com-pose a clear and persuasive written proposal.
TRUST & FOUNDATIONS.Dont's in applying to trusts: send a duplicatedmailshot, asks for unrealistic amounts, assumetrusts will instantly understand the needs youare meeting, make general appeals for run-ning costs, use jargon and beg. Trusts are af-fected by the relationship that you can buildwith them and by your reputation. Trusts giveto medicine & Health (12%), International(12.5%), Humanities (45.5%), Children &Youth (2.5%), Education(6.5%), Religion (2%).Applying to trusts remains one of th lowest costareas for fundraising, raising money from trustsremains an easier task for you than many.
• The sources (individuals) – Donators
• Mostly one off, not repeatable• Give for a certain cause• Do not want ties with you• Want to know if their money isspent properly
KISC – Donators for the extension project
• The sources (individuals) – Members (1)
• Membership subscription scheme– Subscription income– Voting rights or free / reduced prices
– Recruiting people inter ested in your organi-sation– Commitment and long-term support– Democratic control– Membership list ideal hunting ground for do-nations
• The sources (individuals) – Members (2) • Promotions
– Direct mail (recruiting members)– Promotion links (WWF – Fiat Panda)– Publicity – keep you in the public eye– Renew – 50-90% yearly, membership
renewal promotion is necessary– MGM – Member-Get-Member
KISC – 3 levels: Individuals/groups, NSO, life mem-bership (30, 150, 1000) 2 times a year membershipletter by mail, free overnight, voting, changes...
Cost per recruited member is relatively low: SFr.5.00
The value of membership subscription income shouldbe calculated, so that an organization has a clear ideaof the surplus income that will be generated by eachmember after the cost of running the membershipscheme. This leads to a calculated budget for promo-tion stated in the form of the cost per member re-cruited.
• The sources (individuals) – Legacies (1) • Pecuniary: simple clause – I leave $100 to..
– Drawback that value gets eroded by inflation • Specific bequest: a specific item of property orobject
– Maintains real value over time, though can beproblematic if object is not there anymore • Residuary Legacy: bequeath the residue of theestate
– An average of 10 times as valuable as specificones
– Keep up better with inflation or underestimatedseriously the value.
– Oppertunity for fundraisers! • Reversionary or life interest: My house isgiven to... with a life interest to my...." • The sources (individuals)
– Legacies (2) • Target audience
– Charitable legators average 60% female („Miss")
– Supporter base– General public– Sollicitor, bank manager & accountant
• How to get the message across– At home– Mail shots (very clear set of objectives,
sensitive package) • The message
– „make a will"– „remember us in your will"– „make a pledge to support us in your will"
• Other ways of promoting legacies– Help with a sollictor or excecutor or even
drafting the will• The sources (companies)
– Sponsorship– Gifts in kind/Joint Promotion– Strategic partnerships
• The sources (companies)– Sponsorship
• A partnership between two parties with quite differ-ent interests who come together in order to support aparticular activity• Sponsorship policy (who to approach)• The sponorship package• Making the approach• Contracts
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General Image
General imageof the is good
3 points
Image OK, but namehas negative taste.
2points
Image causes notpositive feelings
1point
Negative image(3rd world, badpayment)0 points
You want money to enable you to run a cer-tain project or to carry on a certain service.The Company hopes it gets its name acrossin a certain ambiance or to promote its prod-ucts and thus reach its potential customers.
Sponsorship case
The Swiss Guide & Scout Movement• Why?
– To strengthen the finances on a LTbasis• What is offered?
– Mailing possibilities (no addressesgiven out!)
– Logo’s on headed paper/envelopes– Be present at events– To do something good for youth
• Influence & loss of independence?– Most companies not interested– Can be dealt with in the contracts
• Volunteers?– No, needs to be done by profession-
als (constant contact, pro-active, regularchecks, etc.)• Sponsorship policy
Discrimination issues(minorities, genderetc.)
Company has a clearanti-discriminationpolicy3 points
No negative thingsfound
2points
No positive feelingsNegative image
1 point
Scored clearly neg.in adverts
0 points
Political activities
Supports thescouting ideasactively3 points
Need to be politicalactive to be able toproduce2points
Board members arepoliticians andclosely associated1 point
Scored clearlynegative
0 points
Engagement toyouth
Purpose and activityis aimed at youth oris indirectly3 points
Purpose and activityis youth neutral
2points
Purpose and activitydo not have a closelink with youth1 point
Purpose and activityis negative towardsyouth0 points
Regional or national
Company is nationalor internationaloriental3 points
Company is covering2-3 languageregions2points
Company is covering1 language region
1 point
Company is onlylocal
0 points
Environment
Good environmentpolicy
3 points
Is working on it, butnot there yet,
2points
No policy but also nonegative things
1 point
Damages theenvironment, alsooutside CH0 points
Wanted as sponsor
17-21 points, Idealas sponsor
13-16 points, GoodSponsor
0-12 points, Assponsor notimaginable
1 criteria scored 0point, Ruled out assponsor0 points
• The sources (companies)
– Gifts in kind• Goods (such as a car)• Services (such as transport)• Staff time• Staff fundraising• Use of buildings
– Joint Promotion• Victorinox Scouts• Discounts on articles
• The sources (companies)– Strategic partnershipsFor example:TPG & World Food Programme(Logistics, knowledge etc.)
The caseThinking started in: 1985Preparations started in: 1992Fundraising concept: 1993Detailed bid-book: end 1993Fundraising: 1994Start building: 1995
Opening: 1996Building finished: 2002Last money into accounts: 2002
Cost of the project and where did it came from– Trusts
• Macintosh Fund– Banks
• BEKB (Bank)– Companies
• Migros (supermarket chain)– Other organisations
• Swiss Hotel Association– Donations
• Directly to Foundation– Members
• Via Association
1. Donors of the Foundation and members of theAssociation were informed regularly via "Update" (4issues)2. Huge amount of work done by members of theCommittee and Board Members3. Most of the internal finishing done by volunteers4. Finished well within budget!
Scout Council
Executive Committee
Hong Kong Scout Foundation Management Committee
Management Committee Hong KongScout Foundation
•Major responsibilities• Safe custody, investment, and
disbursement of funds;• Operates its local and overseas bank accounts; and• Maintains clear books and accounts.
• Chairman - Patrick Wu, JP (Hon Presidentof the Association and Vice-chairman of WingLung Bank)• Vice-Chairman - William Kwan (Seniorpartner of a law firm)
• Ex-Officio Members• Chief Commissioner• Chairman, Executive Committee• Treasurer• Chairman, Finance Committee• Chief Scout Executive
• Members• Dr Chamson Chau, JP – former CC• Mr Cheung Chi Fan, JP – former
Regional Comr, NT• Mr Garson Lee, CSMSM –
DCC(Operations)• Mr John Chan, GBS, JP – MD,
Kowloon Bus Co• Mr Michael Sze, JP – Exec Dir. HK
Trade Dev Council• Mr Raymond Wong – Association
Vice-chairman and former Treasurer
• Investment Sub-committee• Mr Patrick Wu• Mr William Kwan• Mr Raymond Wong
• Our first bucket of gold : HK$15,000,000(US$2M approx)
• Hong Kong Scout Centre - hostel - restaurants - car park - banquet hall - conference facilities
- Land Premium HK$13M- Loan for Construction Cost HK$ 360 M- Interest rate 14% in 1991
- lodging- catering- facilities- parking
- Clear the entire debt- HK$360M + interest HK$60M- = HK$420 million in 1997
• Amounts due to BP International House
HK$103.7 million (reserve for renovation)
• Current Assets of Hong Kong Scout foundation• Investment in securities HK$78.8M• Cash and bank balance HK$86.5M• Total HK$165.3M
US$21M approx.
• Investment Strategy
Along the line of the Management Committee
• 1/3 in high income A class bonds (7.5%-9.5% pa)• 1/3 in blue chips• 1/3 cash & fixed deposits
• Annual Budget 2003-2004 HK$M
Government subvention 41.6Donations & Grants 3.0Total 44.6
Disbursement to FOS 20.8Disbursement to Regions 18.1Other Expenditures 39.4
78.3
• Lessons we learned
1. While you are in debt tighten your belt2. Pay off debt as soon as possible3. The sun does not always shine !4. Let all scout units participate in the investment returnof the Foundation5. Have adequate reserves for unknown (keep yourchicken in good condition to lay more eggs)
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1. Types of Grants received from Govern-ment.
Bangladesh Scouts receives government grantsin the following manner :
(a) Grant in aid(b) Project grant.
(a) Grant in aid
Ministry of Education, Government of Bangla-desh is the administrative ministry of Bangla-desh Scouts. By virtue of its involvement withthe Ministry of Education, Bangladesh Scoutsreceives a yearly grant-in-aid amounting to TK.3,700,000/= which is equivalent to USD61,667.00 (USD Sixty one thousand six hun-dred and sixty seven) only. This grant is uti-lized in maintaining establishment cost of theNational Headquarters, such as, payment ofelectricity and gas bills, water and seweragebills, Telephone, Fax and email bills, land tax,City corporation tax, Fuel of Transport, printingof books and periodicals , purchase of officeequipments and furniture, traveling allow-ances to staff, entertainments for meetings,stationeries, etc.
(b) Project Grants:
(1) Promotion of Scouting in Bangladesh (3rdphase)
As the administrative ministry of BangladeshScouts, the Ministry of Education, governmentof Bangladesh is giving its full financial, admin-istrative and moral support to promote scout-ing in the country. The ministry has approvedthe project on "Promotion of Scouting in Bang-ladesh (3rd. phase). (July 2002 to June2007) at a cost of TK 8,50,00,000/= (USD141,667). Allocation for the year 2003-2004fiscal year is 2,76,00,000 (equivalent to USD460,000/=)
Major components of the project are : Recruit-ment of manpower, construction work, purchaseof motorcycles, purchase of furniture,equipments, land acquisition, training and pro-gramme activities, Implementation of Commu-nity Development Projects. promotion of girl-in-Scouting and Extension Scouting activities,Research and evaluation, publication of booksand periodicals, etc.
(2) Expansion of Cub Scouting in PrimarySchools (phase-2)
The Ministry of Primary and Mass Educa-tion has undertaken a project on "Expan-sion of Cub Scouting is Primary Schools"(phase–2). It is a 5 year development pro-gramme for the period from January 2001to December, 2005. The total projectCost is TK. 10,55,00,000/= (equivalent toUSD 1,758,334.00). Allocation for the cur-rent fiscal year is TK. 3,95,00,000/=(equivalent to USD 658,334.00)
Major Components of the project are:(a) Recruitment of manpower.(b) Construction of National / Regional CubBuilding.(c) Purchase of Motor cycles.(d) Purchase of Training equipments.(e) Training and Programme activities.(f) Grants to new Cub Scout groups.(g) Publication of Books and posters.(h) Purchase of Books for Library.
2. What Efforts Bangladesh Scoutsmakes in acquiring these grants
Bangladesh Scouts submitted project pro-posals to the respective ministries (Educa-tion Ministry and Primary and Mass Educa-tion Ministry). Ministry then put up theproject document to the DepartmentalProject Evaluation Committee (DPEC)meeting of the Ministry and after thoroughexamination, the documents are sent toPlanning Commission for approval. Afterthreadbare discussion and modification, theprojects are approved by the ExecutiveCommittee of the National Economic Coun-cil (ECNEC) of the Planning Ministry. Fundsare disbursed on yearly basis in favour ofBangladesh Scouts by the concerned min-istry according to allocation of the AnnualDevelopment Programme of each ministryin (four) installments.
For grant-in-aid, Bangladesh Scouts is tosubmit a budget of expenditure by Octo-ber every year along with the expenditurereport of the last year. The Ministry of Fi-nance allocates the grant to BangladeshScouts in a general meeting of the minis-try.3. Utilization of grants
Funds received from Government sources are beingused against specific components laid down in thegovernment orders (G.O). Quarterly reports are be-ing furnished to concern ministries on the basis ofexpenditure.
4. Barriers and issues in receiving grants
Sometimes amount of grant is decreased /minimizeddue to natural calamities and other financial constraintsof the government. The amount of grant increasesafter every 2 or 3 years. Unless otherwise, the grantsare sanctioned is favour of Bangladesh Scouts on aregular basis.
5. Other Sponsorships
We also receive money from government agencieslike Ministry of Health and Family Welfare, UNICEF,Bangladesh and other NGOs to implement Commu-nity Development Projects undertaken by BangladeshScouts.
(1). Life Skill Development Course for Rover Scouts& Adult Leaders.
A one year project on Life Skill Based Education at acost of Tk. 37,67, 400/- (Thirty Seven lakh Sixty SevenThousand Four hundred). The main purpose of theproject is to develop life skills for girls, adolescentsand youths of age 11-25 years. 2000 Rover Scoutswill be educated as peer Educator (trainers ) for LifeSkill Based Education (LSBE) Programme.
A number of training Courses, workshops, ReviewMeetings, module preparation and other related worksare being organized under this project.
The Project Proposal for 2nd phase of this project hasalready been submitted to UNICEF for approval up toDecember, 2005.(2). Bangladesh-Japan Joint PHC & Nature Conser-vation Project :A Five year project document signed between Bang-ladesh Scouts and the Scout Association of Japan com-mencing on 2003-2007. Under the programme a 15-24 member Japanese team will come to Bangladeshevery year during February and works at six villagesunder 2 selected sub districts with local rovers andScouts.
75% of total project cost will be borne by Scout Asso-ciation of Japan according to the project cost.
(3). Local Initiative Programme :
Health & Nutrition based programmein 90 selected Upazila. Some TOT forscout leaders and one day orientationcourse for scout patrol leaders will beorganized followed by work campwith the help of Local Initiative Pro-gramme (LIP) at a cost of Tk.1,38,00,000/-(equivalent to USD230,000)
(4). Disaster Preparedness pro-gramme :
A one day training and simulation ex-ercise on disaster preparedness re-sponse, rescue and relief for roverScouts at 6 disaster prone districts ata cost of Tk. 45,683/- in each coursewith the help of Disaster ManagementBureau. In each course 50 Rovers willparticipate.
(5). Leprosy Control Programme :
A one day long orientation Course ofLeprosy Control for Scout Leaders heldat selected districts every year with thehelp of Director General of Health Serv-ices.
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1. Dr. M. C. Mathur (India)2. Mr. Hj. Mohd. Mujab Bin Sukaimi (Malaysia)3. Mr. Drs. H. Adang Rukhiyat, MPd (Indonesia)4. Mr. J. Rizal C. Pangilinan (Philippines)5. Mr. Drs. H. Endy R. Atmasulistya (Indonesia)6. Mrs. Dra. Hj. Yooke Tjuparmah, MPd (Indonesia)7. Mr. H. M Basir (Indonesia)8. Mr. Ikhsan, SE (Indonesia)9. Mr. Md. Anwarul Alam (Bangladesh)
Group Sweety
Group Himalaya
1. Mr. K.B.C. Nair (India)2. Mr. Mohamed Nazeef (Maldives)3. Mr. Philips L.W. Supit (Indonesia)4. Mr. Efren Edgard P. Dieta (Philippines)5. Mr. Wong Raymond Fat-Yan (Hong Kong)6. Mrs. Juleha Rasid (Indonesia)7. Mrs. Ir. Riny Kusumawati, MMAgb (Indonesia)8. Mr. Drs. Joko Mursitho, MSi. (Indonesia)
Group Kumul
1. Mr. Zainudin Bin Hj. Ishak (Brunei Darussalam)2. Mr. Young-Ku LEE (Korea)3. Mr. Michael Ross Pearson (PNG)4. Mr. Eko Imam Slamet (Indonesia)5. Mr. Hj. Radzwan bin Hj. Hussain (Malaysia)6. Mr. Garson Lee (Hong Kong)7. Mr. Gurun Risyadmoko, SH, MM (Indonesia)8. Mrs. Dra. Sri Dwi Hartati, MM (Indonesia)
1. Mr. Chu Ka-Chung, Casey (Hong Kong)2. Mr. Yong Tak Cho (Korea)3. Mr. Tau Kinibo (PNG)4. Mr. Abdiel Arie C. (Indonesia)5. Mr. Hj. Ishak bin Mohd. Jonid (Malaysia)6. Mr. J. Fransisco D. Espinosa (Philippines)7. Mr. Drs Takdir Nurmadi (Indonesia)8. Mrs. Anik Andayani, MSi (Indonesia)
Group Eagle
SEMINARGROUPS
SEMINARPROGRAMME
Day 01 01 September 2003 MondayWhole day Participants Arrival and Registration0900hrs Staff Meeting1830-2200hrs Welcome Dinner
Day 01 02 September 2003 Tuesday0730-0830hrs Breakfast0830-0930hrs Integration Session Seminar Staff
• Ice Breaking• Introduction of Participants and staff• Seminar Groupings• Briefing on logistics and facilities• Seminar Strategy• Appointment of Recommendation Committee
0930-0945hr Opening Ceremony Preparation0945-1030hrs Opening Ceremony Gerakan Pramuka1030-1100hrs Group Photo and Break for Refreshment1100-1130hrs Seminar Objectives Seminar Director1130-1200hrs WOSM Strategy Luc Panissod
1200-1300hrs Strategic Financial Planning Luc Panissod1300-1400hrs Lunch1400-1500hrs Membership Registration System:
• Concept• WOSM Policy on Membership Registration Fee Luc Panissod
1500-1600hrs Membership Registration System:• Administrative Procedure Boy Scouts of the
- Documents and Record Keeping Philippines- Fee, its coverage and distribution of share- Insurance System
1600-1630hrs Break for Refreshment1630-1730hrs • Sample data base Programme on membership
registration System Oh Sang Gyoon1730-1830hrs • Presentation by Insurance Company
(preferably a multi-national) on how a NSOs can have group insurance of their members with minimum premium and maximum coverage
1830-1900hrs Interaction1900-2000hrs Dinner
Day 02 03 September 2003 Wednesday0730-0830hrs Breakfast0830-1030hrs Scout Hostels and Campsites
• Concept of Scout Hostels and Campsites Gerakan Pramuka• Scout Hostels and Campsites as Resource for Scout Associations (In view of a non-profit Organization)• Management of Scout Hostels and Campsites• Interactions
1030-1100hrs Break for Refreshment1100-1300hrs Presentation by NSOs (Panel Presentation)
• Headquarters Development/Scout Buildings: Bangladesh/• Scout Campsites Brunei/India/
Kandersteg/ Denmark
• Interactions
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SEMINARPROGRAMME
1300-1400hrs Lunch1400-1600hrs Scout Supplies as Service and Resources
• Concept of Scout Supplies Luc Panissod- Purpose- Management- Best Practices on Scout Supplies Korea
1600-1630hrs Break for Refreshment1630-1800hrs • WOSM Logo and its use Luc Panissod
• Legal Protection of Scout Logos and Terms Luc Panissod
1800-1900hrs Partnerships and Projects• Presentation and Interaction
1900-2000hrs Dinner
Day 03 04 September 2003 Thursday0730-0830hrs Breakfast0830-1030hrs Resources Development through:
• Fundraising Mark/Kandersteg - Purpose - Strategy (approach) - Trend Today - Management - Interactions
1030-1100hrs Break for Refreshment1100-1200hrs • Grants and Sponsorship S Prassanna
- Case Presentation by NSOs1200-1300hrs Lunch1300hrs onwards Educational Tour1900-2100hrs Dinner (Sponsors)
Day 04 05 September 2003 Friday0730-0830hrs Breakfast0830-1030hrs Foundations/Endowment Funds
• Purpose and Management Hong Kong • Presentation
- World Scout Foundation Luc Panissod- APR Scout Foundation S Prassanna- NSO Hong Kong
1030-1100hrs Break for Refreshment1100-1200hrs Foundations/Endowment Funds contd.(Interaction)1200-1400hrs Prayer and Lunch1400-1500hrs Presentation by Resource Person outside Scouting
or other Foundation (ex. WYF)1500-1600hrs Interaction1600-1630hrs Break for Refreshment1630-1730hrs Affinity Program Garson Lee
• Concept • Examples • Presentations of case
1730-1900hrs Project Management1900-2100hrs Dinner/International Night
SEMINARPROGRAMME
Day 05 06 September 2003 Saturday0730-0830hrs Breakfast0830-0930hrs Financial Resources management Renato Paras
(Resources Development, Expenses and Luc Panissodinvestment in NSOs as non profit organization)
0930-1030hrs Break-Out Groups Luc Panissod • Membership Registration System S. Prassanna • Scout Hostels and Campsites,
Scout Supply Services • Fund raising, Grants/Sponsorship/
Foundations, Affinity Programme1030-1100hrs Break for Refreshment1100-1200hrs Break-out Groups (contd.)1200-1300hrs Group Presentations and Recommendations1300-1400hrs Lunch1400-1500hrs Action Plan:
- What can I achieve in the area of resources development- What support I expect from WSB
1500-1600hrs Evaluation and Open Forum1600-1630hrs Break for Refreshment1630-1800hrs Closing Ceremony1900hrs Dinner
Day 06 07 September 2003 Sunday0730-0830hrs Breakfast
Departure
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Advisors: • Rivai Harahap Chairman, Gerakan Pramuka GP/Indonesia
• Abdullah Rasheed Regional Director WSB/APR
• Hardijono Vice Chairman, Gerakan Pramuka GP/Indonesia
• W.P. Napitupulu Vice Chairman, Gerakan Pramuka GP/Indonesia
Director: • Adi Pamungkas National Commissioner of GP GP/Indonesia
Co- Director: • Luc Panissod Deputy, Secretary General WSB/Geneva
Coordinators:Programme: • S. Prassanna
Director, Administration & Resources Devt. WSB/APR
Administration: • Pandji Soesilo International Commissioner GP/Indonesia
Resource Speakers • John Boll KanderstegCamp Director• Mark A.A. Knippenberg, KanderstegGuest Services Director
Secretariat In-charge: • Emma RadiastutiDirector, Int’l Relations GP/Indonesia
Computer Operator: • Budi Iswara Chief, Information Resources GP/Indonesia
• Adyatma Sucamto Staff, Int’l Relations GP/Indonesia
Documentalist: • Mary Rose Villaluz Accountant WSB/APR
• Suhardi Staff, Int’l Relations GP/Indonesia
A.V. Operator: • Abdurrahman Deputy Secretary’s Staff GP/Indonesia
• Dicky Ramadhani Staff, Int’l Relations GP/Indonesia
SEMINAR STAFFORGANIZATION
Mr. Juan Francisco D. Espinosa, 56Finance DirectorBoy Scouts of the Philippines228 A.H.Lacson St. Sampaloc, ManilaT: 632-713-4017 (House)T: 632-5280571 (Office)F: 632-528-0577M: 63918-5336054
Mr. J. Rizal Cuba Pangilinan, 40Secretary GeneralBoy Scouts of the Philippines499 R. Palma St. San Pedro MorongRizalT: 632-653-1731 (HouseT: 632-528-0571 (Office)
Mr. Efren Edgard Pascual Dieta, 52Natl. Executive Board MemberBoy Scouts of the PhilippinesLot 23 Cologne St.BF Homes, Paranaque, metro ManilaT: 632-826-0435 (House)T: 632-563-6925 (Office)M: 63-9192555585
Mr. Ishak Mohd. JonidDistrict CommissionerPPMalaysiaIA Lot 1117 Jalan Haji Tahir Kg.Pedamar 41200 Klang, SelangorM: 019-2302074
Mr. Mohd. Mujab bin Sukaimi, 45SecretaryPPMalaysiaNo. 20 Jalan P410/12B Tmn PuchongUtama 47100, Puchong, SelangorT: 019-2128473 (House)T: 603-26930223 (Office)E: [email protected]
Mr. Hj. Radzwan bin Hj. Hussain, 61Honorary TreasurerPPMalaysiaLot 1093, Jln. Hj. Mokhtar, Pasir HuluKlang 68000 Ampang SelangorT: 03-41083558 (House)T: 03-26932273 (Office)E: [email protected]
Mr. Yong Tak Cho, 30Intl ServiceKorea Scout AssociationYeido P.O.Box 280Seoul 50-010 KoreaT: 82-2-26159155 (House)M: 82-18-65217866E: [email protected]
Mr. Lee Young Ku, 46Secretary GeneralKorea Scout AssociationYouido P.O.Box 280 Seoul-50-010 KoreaT: 82-2-6335-2001 (Office)F: 82-2-6335-2020 (Office)E: [email protected]
Mr. Michael Ross Pearson, 53Deputy Chief CommissionerThe Scout Asso. of Papua New GuineaP.O.Box 5934 Boroko Natl. Capital Dist.T: 675-3256896 (House)T: 675-3013305 (Office)F: 675-3214045
Mr. Tau Kinibo, 52Honorary TreasurerThe Scout Asso. of Papua New GuineaP.O.Box 5472 Boroko, Port Moresby,T: 3255182 (Office)Fax: 3253858 (Office)
Mr. Casey Ka Chung Chu, 28District Venture Scout LeaderThe Scout Association of Hong KongFlat 21C, Block 1, Cheerful Garden SiuSai Wan, HongKongT: 852-21477369 (House)T: 852-28293741 (Office)M: 852-60222665
Mr. Wong Raymond Fat Yan, 62Vice Chairman of Exec. Comm.The Scout Association of Hong Kong43 Stubbs Rd Hong KongT: 852-25735357 (House)T: 852-28610733 (Office)M: 852-96828355E: [email protected]
Mr. Garson Lee, 58Deputy Chief CommissionerThe Scout Association of Hong KongBlk 5, Flat 27E, Melody Garden TuenMun, Hong KongT: 852-28752832 (House)M: 852-91057060
Mr. Md. Anwarul Alam, 67National Comm.(Former)Bangladesh Scout AssociationHouse 12, Road 128 Gastar Dhaka 1212T: 888-2-8821710 (House) 880-2-9113772 (Office)M: 018-229180
PARCTIPANTS'DIRECTORY
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Mr. Zainuddin bin Hj. Ishak, 38Training TeamPPN Brunei DarussalamNo. 13, Simpang 465-7 Ting Sing Garden, Kg.Sg. Hanching, Jl. MuaraT: 673-2341167 (House)T: 673-2455550 (Office)E: [email protected]
Mr. Mohamed Nazeef, 35Deputy Chief CommissionerThe Scout Association of MaldivesG.Gulshan Villa Anoana Goalhi Male,Republic of MaldivesT: 960317514F: 960332960E:[email protected]
Mr. H.Endy Radiman Atmasulistya, 75Natl. Commissioner/GP IndonesiaJl. Pisangan Baru Timur No. 5 Jakarta 13110,T: 021-8507121 (House)T: 021-8731651 (Office)
Mr. H.Adang Rukhiyat, 49PHQ Commissioner/GP IndonesiaKomp. Permata Pamulang Jl. JatinegaraTimur No. 55T: 021-7565336 (House);021-3901902 (O)
Mr. Philips L.W. Supit, 59PHQ Staff of Jakarta/GP IndonesiaJL. Pulo Kenanga I/IB, Grogol Utara JakartaSelatanT: 021-39137464 (Office)F: 021-3901902M: 0818672250
Mr. Takdir Nurmadi, 40PHQ Staff/GP IndonesiaJl. Trowulan V Blok V-1 No. 7Pharmindo Cimahi 40534 Jawa BaratT: 022-6033157 (House; 022-7216915 (O)M: 62 8122481032E: [email protected]
Mrs. Yooke Tjuparmah Soeria Amidjaja, 53Vice Chairman of PHQ West Java/GPIJl. Sersan Sadik No. 4 Bandung Jawa Barat40154T: 022-2014305; M: 08187900898E: [email protected]
Mrs. Riny Kusumawati, 31MHQ Comm. of BogorJl. Curug II RT 03/01 Bogor Barat JawaBarat 16113T: 0251 502779 (H); F: 507577 (O)E: [email protected]
Mrs. Sri Dwi Hartati, 40DHQ Comm. of Bogor SelatanLembur Alit, Cihideung Ilir RT 04/03Cibanteng Proyek Ciampea, BogorT: 0251-420682; M: 0811118075E: [email protected]
Mrs. Juleha Rasid, 27PHQ Comm. of North MalukuKel. Santiong Skep Ternate Maluku UtaraT: 0921-25059
Mr. H. Mohammad Basir, 66Vice Chairman of PHQ of LampungJl. Sutan Syahrir 10 Pahoman BandarLampungT: 0721-254178 (H); 0721-704651 (O)E: [email protected]
Mr. Joko Mursitho, 55Adult Leader Trainer/GP IndonesiaJl. Hasanudin No. 4 Metro LampungT: 0725-42117 (H); 0725-42445 (O)F: 0725-42445; M: 0812-7908014E: [email protected]
Mr. Gurun Risyadmoko, 42PHQ Comm. of Central JavaJl. Gondomono No. 6 Semarang Jawa TengahT: 024-3515033 (H); 024-3811163 (O)
Mr. Abdiel Arie Chrisbandono, 21Senir Rover/GP IndonesiaJl. Cempaka 3/217 Salatiga Jawa TengahM: 0856 271 5792
Mr. Eko Imam Slamet, 23Senior Rover/GP IndonesiaJl. Ronggolawe 41 Cepu Jawa TengahT: 62 298 321212 (O); F:0298-321433M:0815-6627332E: [email protected]
Mr. IkhsanRHQ Comm. of Simeulue, NADJl Balam 145 Sinabang-NAD 23691T: 62 65021404F: 62 65021102M: 628159638870
Mr. KBC Nair, 65Leader Trainer (Former Director)The Bharat Scouts & Guides/IndiaAswathi, 31 Manava Nagar Palkulangara,Trivandrum 695024T: 2451520 (House
Mrs. Anik AdayaniRHQ Comm. of Jawa TimurJl. Kelud CI-12 Kepuh Permai, Waru Sidoarjo,Jawa TimurT:62 31 8661514
Dr. Mahesh Chandra Mathur, 57Sr. Vice Pres. Delhi StateThe Bharat Scouts & Guides/IndiaE-54 Dayanand Nagar Ghaziabad,T: 0120-2712544 (House)T: 011-225-22458 (Office)
Mr. Slamet Budi Prayitno, 48Asst. National Comm./GPIc/o Kwarnas GP, JL Medan Merdeka Timur6, Jakarta, Indonesia
Mr. Abdurrahman, 35Staff, Deputy Secretary GeneralJl. Ciliwung Ujung No. 4, Jakarta 13640T: 62 21 8007173E: [email protected]
Mr. Adyatma Sucamto, 42Staff Intl Relation/GPIJl. Percetakan Negara Jakarta Pusat,IndonesiaT: 62 21 4241077; M: 628 161177115
Mr. Sumaryoto, 68National Comm. for Finance/GPIc/o Kwarnas GP, JL Medan Merdeka Timur6, Jakarta, IndonesiaM: 628 161480267
Mr. Suhardi, 38Staff, Intl Relation of National HQComplex Buperta RT 001 RW 05, PondokRanggon, JakartaM: 0813 10789443
Mr. Dicky Ramadhani, 32Staff, Intl Relation/GPIJl. R.E. Martadinata 39 BogorT: 62 251 333523
Mr. Budi Iswara, 62Chief of Planning & Info. Resources BureauComplex Buperta No. 4, Cibubur JakartaT: 021 844 3853
Mr. Pandji Soesilo, 63International Comm./GPIJl. Taruna Jaya No. 49 Cibubur JakartaTimur, IndonesiaT: 62 21 8718912; M: 62 811108212
R.Ay. Emma Radiastuti, 64Director, International Relations/GPIc/o Kwarnas GP, JL Medan Merdeka Timur6, Jakarta, IndonesiaT: 62 21 3507636; F: 62 21 3507647
Mr. Adi Pamungkas, 44Natl Comm. for IT Resources/GPIc/o Kwarnas GP, JL Medan Merdeka Timur6, Jakarta, IndonesiaT: 6221 72792905; F: 6221 72792907M: 62811111890; E: [email protected]
Mr. Mark A.A. Knippenberg, 36Guest Services Director, Kandersteg ISCIPZK, Vielfallen, CH-3718 KanderstegT: 41 33 6758282F:41 33 6758289E: [email protected]
W.P. Napitupulu, 73Vice Chairman, GPIc/o Kwarnas GP, JL Medan Merdeka Timur6, Jakarta, IndonesiaT: 62 21 3507645F: 62 21 3507647
Mr. John Boll, 37Camp Director Houens OddeSpejdercenter, DenmarkHouens Odde 14-20 DK-6000 KoldingT: 45 70105115; F: 45 75565531E: [email protected]
Mr. Hardijono, 73Vice Chairman, GPIc/o Kwarnas GP, JL Medan Merdeka Timur6, Jakarta, IndonesiaT: 62 21 3507645F: 62 21 3507647
Ms. Mary Rose V. Villaluz, 26Accountant, WSB/APR41 Paladia Homes, Kapt. Rado de Leon St.Gen. T. de Leon, Valenzuela City, Philip-pinesT: 632 8171675; E: [email protected]
Mr. Abdullah Rasheed, 52Regional Director, WSB/APR219 Salcedo St. Legaspi Village, Makati CityPhilippinesT: 632 818 0984; F: 632 819 0093M: 632 9178968556E: [email protected]
Mr. S. Prassanna Shrivastava, 41Director, Admin. & Res. Devt./WSB/APR219 Salcedo St. Legaspi Vill. Makati CityPhilippinesT: 632 817 5246; F: 632 819 0093M:632 9175187110E: [email protected]
H.A. Rivai Harahap, 75Chairman, Gerakan Pramukac/o Kwarnas GP, JL Medan Merdeka Timur6, Jakarta, IndonesiaT: 62 21 3507645; F: 62 21 3507647
Mr. Luc Panissod, 54Deputy Secretary General/WSB/Geneva5, Rue Pre-JeromeE: [email protected]
Mr. Prijo Judiono, 54Deputy Secretary General/GPIc/o Kwarnas GP, JL Medan Merdeka Timur6, Jakarta, IndonesiaT: 62 21 3507642
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Mr. Arifin Sasongko, 49Asst. Natl. Comm./GPIc/o Kwarnas GP, JL Medan Merdeka Timur 6,Jakarta, IndonesiaT: 62 21 7251134; F: 62 21 7251152E: [email protected]
Mr. Puguh Budi Laswono, 25Member Natl Rover & Ranger CouncilJl Ijen No. 4 Lumajang Jawa TimurM: 08155092350E: [email protected]
Mr. Abunarto, 62Head of Secretariat, National HQJl. Anggrek No. 12, Cempaka Baru, RT09/010, JakartaT: 021 4251233; M: 0816772034
Mr. Hardoyo, 63Staff Intl Relation of GPIc/o Kwarnas GP, JL Medan Merdeka Timur 6,Jakarta, IndonesiaT: 62 21 42870535
Ms. Rosalinda, 34Staff, Intl Relation of GPIc/o Kwarnas GP, JL Medan Merdeka Timur 6,Jakarta, IndonesiaM: 08158817427
Mr. Zulham S Siregar, 51Director, Finance GPIc/o Kwarnas GP, JL Medan Merdeka Timur 6,Jakarta, Indonesia
Mr. H.S. Poernoto, 61Secretary of the National Training of GPComplex Kartika Jaya G. 29 Jakarta TimurT: 021 84455960; M: 0812 9305536
Mr. Bambang SW, 62Staff of Training CentreKompleks Lemdikanas. Jl Jamboree, CibuburJakarta Timur, Indonesia
Ms. Marietta Widjonarko, 67Vice Chairperson/GPIJl. Diponegoro No. 26, JakartaT: 021 7800131
H. Ridhwan Darmadi, 60Educational Tour CommitteeJl. Cibubur VI/30, Cibubur, East JakartaT: 021 8705760; F: 3507647
Mr. Aji Rachmat Purwanto, 26Member natl Rover and Ranger Council/GPIRt 03/33 Panggungan Trihanggo, GampingSleman DIYM: 08164268092; E: [email protected]
Mr. Yusuf Taoziri, 48Manager Campsite GPComplex Buperta, Cibubur, Jakarta 13720T: 021 8444675; F: 021 8444946M: 0811 142866
Ms. Rika Permata Anwar, 40Leader & Instructor, Rover/Ranger UnitJl. Radio I/8, Kebayoran Baru, South of Ja-kartaT: 021 7393152; F: 021 7251373
Ms. Chairina Nan Sati, 49Staff of GPc/o Kwarnas GP, JL Medan Merdeka Timur 6,Jakarta, IndonesiaM: 0811868694
Mr. Sutardi HP, 57Scout LeaderJl. Mawar II No. 18-19 Kranggan PermaiT: 021 8446336
Mr. Berthold D.H.Sinaulan, 43Asst. Natl. Comm. for PRJl. Slamet Riyadi IV/15 Jakarta 13150T: 6221 8580129; F: 62 21 8016131M: 62811108334
Mr. Marwoso, 41Staff Secretariat, National HQJl. Pedurenan Masjid RTO 15/04 No. 94 KaretKuningan, JakartaT: 021 5799 3123; F: 3507647
Ms. Endang Sri Murtiyoningsih RLeaderc/o Kwarnas GP, JL Medan Merdeka Timur 6,Jakarta, Indonesia
Mr. Saiko Damai, 39Staff, PR DivisionJl. Remeja No. 36 RT 01/01 Kel Ceger JakartaTimurM: 081310769003
Mr. H. Rachmat Habsyi, 42Jl. Tarunajaya No. 10 RT 002/14 Cibubur,Jakarta 13720T: 61218726848; F: 61218731664
Ms. Silfia K. Husni, 32Staff, Scout Training CentreJl Proklamasi Blok XIV/8T: 021 7701634; F: 021 8731664M: 081310606083
Mr. Deden Syefrudin, 32Staff, Youth Prog./GPIJl. Cibalagung atas No. 10 RT, 05/03 BogorT: 62 251211483; F: 62 213507647M: 628179020317E: [email protected]
Mr. Eko Andrianto, 22Member, Natl Rover & Ranger CouncilPPMS Ulil Albab, jl baru KM 2 BogorM: 08155241287E: [email protected]
Mr. Irwan Febriansyah, 25Member Natl Rover & Ranger Councilc/o Kwarnas GP, JL Medan Merdeka Timur 6,Jakarta, Indonesia
CAPTURED
MOMENTS
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CAPTURED
MOMENTS
World Scout Bureau Mondial du Scoutisme
Asia-Pacific Regional Office
Bureau RÈgional Asie-Pacifique
P.O. Box 4050
MCPO 1280
Makati City, Philippines
4/F ODC International Plaza Building
219 Salcedo Street, Legaspi Village
Makati City, Philippines
Tel: (+63 2) 818 09 84
(+63 2) 817 16 75
Fax: (+63 2) 819 00 93
(+63 2) 401 39 84
